Collaboration : a key competence for competing in the 21st century

It is now an accepted fact that in the 21st century competition will be between networks of organisations and individuals, which efficiently and effectively integrate their competencies and resources in order to compete in a global economy (Bititci et al, 2004). Similarly the SME'2000 conference, which was held in Bologna, concluded that 'SMEs belonging to networks are often more competitive and innovative than those operating in isolation. When working together, SMEs can increase their focus through specialisation in functions that are complementary within their networks'

Strategy management through quantitative modelling of performance measurement systems

This paper is based on previous works on performance measurement and on quantification of relationships between factors which affect performance. It demonstrates how tools and techniques developed can be used to evaluate the performance of alternative strategic choices through a quantitative approach to modelling of performance measurement systems. The paper provides a brief background to the research problem and preceding works. The tools and techniques used are briefly introduced. Use of these tools and techniques to evaluate the performance of alternative manufacturing strategies is demonstrated. Finally, the capability of the approach to deal with dynamic environments is demonstrated using sensitivity analysis

A study of business integration methods

SIGLEAvailable from British Library Document Supply Centre-DSC:DX208671 / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Linking Market and Resource based Strategies through Business Processes

No abstract available

A comparative study of the simulation analysis of e-business implementation in manufacturing companies

The business environment throughout the world is currently going through rapid and far-reaching change. Business managers are analysing their business processes and scrutinising ways to make their systems more streamlined and competitive in order to meet the challenges posed by the global economy. Forming close alliances and integrating the operational processes with the key suppliers and customers is the mantra every one is embodying. Just as no man is an island, so no business can operate without being part of a network of businesses proactively collaborating and sharing information for mutual success. This book presents some of the latest thinking on collaborative systems by bringing together the works of leading experts who share their ideas on the state of the art research and development on Collaborative Systems for Production Management in the broadest sense. This book is composed of six parts, each focused on a specific theme: -Collaboration in Supply Chain Planning, -Collaboration in Product Innovation, -ICT Solutions for Collaborative Work, -Simulation and Modelling, -Advances in Production Management Systems, and -Advances in Applications Management Software

Forms of Collaboration in Collaborative Enterprises: An Ontological Model

Part 19: Knowledge Management in NetworksInternational audienceReasoning techniques and their relations to cognition and reality gained significant momentum fueled by the advent of complex information systems which rely on robust and coherent, formal representations of their subject matter. In this sense, ontologies can provide models of different aspects of a business entity contributing to intra- and inter-enterprise information systems. This is particularly relevant for collaborative enterprises, which are entities far more complex than single enterprises. In particular, for the governance of collaborative enterprises it is essential to determine the relevant KPIs for the type of collaborative enterprise, taking into account several characteristics such as lifecycle and size. The main objective of this work is to develop an ontology of collaborative enterprises which enables the semi-automatic classification of instances. To this aim, we take into account the type of collaborative enterprise, its maturity (i.e., the lifecycle phase), size, territorial extension and other characteristics