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Diploma Thesis from the year 1998 in the subject Business economics - Miscellaneous, grade: 1.6, ( Middlesex University in London ), language: English, abstract: In einer virtuellen Organisation kooperieren unabhängige Unternehmen mit unterschiedlichen Kernkompetenzen über einen befristeten Zeitraum, um ein gemeinsames Ziel zu erreichen. Auf operativer Ebene vollzieht sich diese Zusammenarbeit durch die Hilfsmittel der Informationstechnologie. Wenn sich solche Unternehmen dauerhaft zu einer Personen- oder Kapitalgesellschaft zusammenschließen, so wird die virtuelle Organisation zur virtuellen Unternehmung; eine strategischen Partnerschaft. Die vorliegende Arbeit diskutiert im ersten Teil Definition, Vorteile, Probleme und innerbetriebliche Grundvoraussetzungen derselben. Innerhalb dieser Diskussion muß aber auch berücksichtigt werden, das die virtuelle Unternehmung durchaus ein strategisches Mittel darstellt, um in einem Markt operativ erfolgreich zu sein. Ob diese Hypothese für den Multimediasektor zutrifft, beantwortet der restliche Teil der Arbeit. Gerade hier verschwimmen ehemals klar getrennte Industriestrukturen durch Fortschritte im digitalen Datenaustausch. Firmen müssen flexibel auf die Anforderungen des Marktes reagieren. Um zu bestimmen ob die virtuelle Unternehmung ein geeignetes Instrument darstellt um diese Flexibilität zu gewährleisten, wird vorgeschlagen, daß ein Unternehmen, das Teil einer virtuellen Partnerschaft werden will, sein unmittelbares Marktumfeld, seine strategischen Ziele und seine internen Kompetenzen analysieren muß. Nur wenn diese drei Faktoren zusammenpassen, sollte eine Firma Teil einer virtuellen Unternehmung werden. In einer Reihe von Fallbeispielen mit Firmen aus dem Silicon Fen bei Cambridge wird dann der oben gewählte theoretische Lösungsansatz erprobt. Die Fallbeispiele basieren auf Interviews mit der Geschäftsleitung dieser Firmen. Der Lösungsansatz besagt im Detail, daß die virtuelle Unternehmung in dem Moment ein nützliches Hilfsmittel für eine Firma darstellt, wenn sie in einem Marktumfeld mit moderatem Risiko und stabilen Industriestandards tätig ist. Außerdem sollte das Unternehmen sich auf dem Markt etabliert haben, und bereit sein seine Position mit gezielten Investitionen zu festigen. Auch die im ersten Teil beschriebenen internen Kompetenzen für die virtuelle Unternehmung sollten vorhanden sein. Da diese Vorraussetzungen für viele Firmen im Multimediasektor (noch) nicht gegeben sind, sollte der strategischen Ausrichtigung hin zur virtuellen Unternehmung mit Vorsicht begegnet werden. Trotzdem kann das Model für Dienstleister und produzierende Unternehmen, die
Inhaltsangabe:Abstract: In a virtual organisation, connected by information technology, independent firms join their complementary core competencies to achieve a common goal. If those firms incorporate into a legal entity the virtual organisation, which is a temporary concept, transforms into a permanent virtual corporation. Advantages, potential drawbacks and organisational requirements of the virtual corporation are illustrated in the first part of this study. However, the virtual corporation is not just another chapter in the book of organisational theory, but a strategic tool for companies to succeed in a particular market. The industry which this study examines is the information, communication and entertainment sector. The sector is converging and industry structures change accordingly. Therefore companies operating in it need to cope with the effects of a rapidly changing market environment. As the virtual corporation promises to make firms more flexible, it may hence provide a viable solution for those firms. To asses if this assumption is true, this study proposes that a firm must look at its industry environment, its strategic objectives and its organisational capabilities. Only if there is a corresponding fit between those three factors, a firm is suited to become part of a virtual partnership. A number interviews attempt to validate the above framework. The result: even though a final prove would have to be delivered through a more extensive survey or questionnaires, the outcome of the interviews in principle corresponds to the theoretical findings. These findings were, that the virtual corporation will be a useful tool for a firm, which operates in a market with a moderate level of risk and stable industry standards. The firm adapts to the market and wants to seize business opportunities by placing selective bets to defend or extend its current competitive position. Moreover, the company has the general organisational capabilities needed for a virtual working environment and a specific core competence that adds value to the joint venture. As these requirements, especially the moderate level of market risk, do not necessarily apply to the majority of firms from the information, communication and entertainment sector, one must conclude that the virtual corporation will not be a panacea. The model, however, can be useful for service providers or for firms, which operate in a relatively protected, well defined [...]
Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.
Outsourcing has become an increasingly important issue for many organisations. This book provides a framework for an up-to-date understanding of the outsourcing process and the key issues associated with it. It integrates a number of contemporary topics including benchmarking, buyer-supplier relationships, organisational behaviour, competitor analysis, and technology influences. The analysis draws upon both empirical research and real case studies. The author starts by providing guidelines as to when outsourcing is appropriate and what its implications will be, before moving on to explain how outsourcing is implemented. The benefits of both successful outsourcing and the risks and consequences of outsourcing failure are outlined. The book is ideal for use by postgraduate students studying the area of outsourcing. It would also benefit industry managers who are considering outsourcing or who already have outsourcing programmes in place.
First Published in 2003. Routledge is an imprint of Taylor & Francis, an informa company.
"This book provides inter-organizational aspects in business integration including managerial and organizational integration, social integration, and technology integration, along with the resources to accomplish this competitive advantage"--Provided by publisher.
Virtual Teams That Work offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive. Each chapter in this important book focuses on best practices and includes case studies and illustrative examples from a wide variety of companies, including British Petroleum, Lucent Technologies, Ramtech, SoftCo, and Whirlpool Corporation. These real-life examples demonstrate how the principles identified in the book play out within virtual teams. Virtual Teams That Work shows how organizations can put in place the structure to help team members who speak different languages and have different cultural values develop effective ways of communicating when there is little opportunity for the members to meet face-to-face. The authors also reveal how organizations can implement performance management and reward systems that will motivate team members to cooperate across multiple boundaries. And they offer the information to determine which technologies best fit a variety of virtual-team tasks and the level of information technology support needed.
"A highly readable and yet comprehensive book on network businesses that have become governable with the advent of cloud and big data computing. Vivek Kale is a master of simplifying the complex world of network theory and its relevance to business." —Jagdish N. Sheth, Charles H. Kellstadt Professor of Marketing, Emory University Agile Network Businesses: Collaboration, Coordination, and Competitive Advantage reflects the shift from traditional networks to virtual and agile networks that enable businesses to operate dynamically, thereby representing markets more closely. This book enables IT managers and business decision-makers to understand clearly what network businesses and enterprises are, what they can do for them, and how to realize them. Customers in geographically dispersed markets are demanding higher quality products in a greater variety, at lower cost, and in a shorter time. Thus, enterprises have moved from a few centralized and vertically integrated facilities to geographically dispersed networks of capabilities, competencies and resources, which are the core of network businesses. Enterprises are now constructing more fluid network businesses in which each member facility focuses on differentiation and relies increasingly on its partners, suppliers, and customers to provide the rest. Network businesses have emerged as an organizational paradigm for collaboration and coordination across loosely connected individual organizations. This pragmatic book: Introduces network solutions and distributed systems that are a first step towards enabling a network enterprise. It also gives a detailed description of networks and agent system that have paved the road to network enterprises. Describes the basics of service-oriented architecture (SOA), cloud computing, and big data that are essential to network enterprises. Details the distinguishing aspects of network enterprises, which include virtual enterprises, management of network enterprises, and collaborative network enterprises. Covers such major application areas as supply, manufacturing, e-business, platform, social and wireless sensor networks. Introduces decision networks in the context of supply chain networks This book reinterprets the traditional supply chain in terms of the flow of decisions, information, and materials, which leads to reconfiguring the traditional supply chain network into mutually separate decision networks (e.g., fourth-party logistics or 4PL), information networks (e.g., wireless sensor networks), and logistics networks (e.g., third-party logistics or 3PL).
This book offers a comprehensive treatment of the economic and technical foundations for new organizational forms, relations and processes. It provides a wide range of underlying concepts and frameworks that help the reader understand the major forces driving organizational and marketplace change, rather than presenting these changes as simple outcomes of technological or management fads. Contains case studies are included.