• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.16
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• pp.267-293
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• 2001

The telecommunications-based information technology and the provision of electronic commerce are broadening possibility of the virtual enterprise. The purpose of this paper is to enhance academic and practical understanding virtual enterprise as one of the most promising new concepts in electronic commerce area. I strive to establish the concept of virtual enterprise as a strategic source of competitive advantage in small & medium business. I analyze several new trends and concepts in strategic business area which will eventually lead small & medium business to the virtual enterprise. It has great potential benefits for small & medium businesses which are placed in difficult circumstances. They must build IT infrastructure and make use of co-sourcing for the utilization of virtual enterprise. This paper also suggests the strategic methods which enable the conventional enterprise to introduce the virtual enterprise.

• Korean Management Science Review
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• v.25 no.3
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• pp.73-85
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• 2008

First we provide an overview of how virtual enterprise works, including the lifecycle of a virtual enterprise, expected benefits from a virtual enterprise, and various types of collaborative networks. Next we focus on a problem encountered in the port logistics industry and suggest that implementation of a virtual enterprise can be a good solution to the problem. Then we suggest a prototype of the virtual enterprise in the port logistics industry and a freight transportation process as a business process in the prototype. And then we introduce major functions of the business process management system (BPMS) which, in general, can be regarded as a tool to create the virtual enterprise. Finally by adopting a specific BPMS, we illustrate how to design and implement the freight transportation process in the prototype.

• The Journal of Society for e-Business Studies
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• v.1 no.1
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• pp.27-50
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• 1996

In this paper. we present a definition of the term virtual enterprise (VE) and discuss some related terms and concepts. The definition was given based on Porter's Value Chain Theory. Then we discuss some positioning strategies for entering or joining a virtual enterprise from an executive's viewpoint. which show a framework for making decisions on for what. when and how a (real) enterprise need to participate or form a virtual enterprise and whom the partners should be. The major pert of the paper is on underlying information technologies and architectures for building virtual enterprises. Requirements for modeling virtual enterprises and core technologies needed for implementation are discussed. A virtual enterprise reference architecture based on NIIIP's model is presented. Finally we discuss some points that should. addressed from a macroeconomic and public policies viewpoints. These are the issues of IT standardization and investments in IT infrastructure.

• Journal of the Korean Society for Precision Engineering
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• v.20 no.9
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• pp.20-26
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• 2003

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.05a
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• pp.1698-1701
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• 2006

In this research, fractal approach is applied to the realization of a virtual enterprise. Virtual enterprise is a temporarily built organization to cope with new business opportunity. It is composed of diverse business partners such as suppliers, manufacturers, customers, and service providers in value chains. Therefore, communication and interoperability problems between heterogeneous participants are one of the main concerns in developing collaboration models of a virtual enterprise. Fractal-based reference model can be a solution for this problem. The term 'fractal' is used to represent a participant of the value chains. There are many advantages when participants try to embody fractal-based collaboration model such as; (1) no restriction of inner configuration, (2) guarantee of autonomy, (3) easy implementation of interfaces, etc. Fractals are self-similar, however, this does not mean that they should have same configuration. In this paper, a fractal-based collaboration model for a virtual enterprise is proposed and described with (1) a formal formulation of fractal concept, (2) functional requirements and interfaces, and (3) a goal model as a driving force of the virtual enterprise.

• Proceedings of the Korean Society of Precision Engineering Conference
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• 2002.05a
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• pp.575-578
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• 2002

With the paradigm shifting from the principal of manufacturing efficiency to business globalization and rapid adaptation to its environments, more and more enterprises are being virtually organized as manufacturing network of different units in web. The formation of these enterprise called as Virtual Enterprise(VE) is becoming a growing trend as enterprises concentrating on core competence and economic benefit. This paper proposes the cooperation methodology for VEs which can be organized by the selection of manufacturing partners, and managed by the information flow infrastructure.

• Journal of Information Technology Applications and Management
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• v.10 no.3
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• pp.121-142
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• 2003

Most of companies related to the area of B2B electronic commerce are making their efforts to innovate their existing business process into new designed process based on the concept of virtual enterprise. Virtual enterprise can take on many forms and definitions. Nevertheless, the rationale for this business model is clear cooperate to compete, the virtual organization advocates collaboration, partnerships, alliance and similar ideas. This studyintends to suggest an empirical clue to test several hypotheses related to the influence of environmental. organizational, and technological factor to the successful implementation of virtual enterprise in automobile industry. This research surveyed 91 corporations in Korean automobile part industry. Among those samples 86 data of corporate general managers turned out to be statistically valid. This study performed the factor analysis, Cronbach-alpha test. Pearson correlation analysis for testing the validity and the reliability of this research. The results of factor analysis and reliability test indicate that thirty issues to be surveyed are to be grouped into nine factors. The result of multiple regression shows that the influencing factors of eight independent variables on a dependent variable are cooperation between partners, information intensity, IT compatibility, IS maturity. The partners in the strategic alliance will have to trust each other in carrying out their designated roles and responsibilities. and supplying the correct information critical for creating value in virtual business environment.

• Journal of Information Technology Applications and Management
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• v.14 no.1
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• pp.117-135
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• 2007

Globalization changes in market structures and consumer needs, as well as technology innovations force organizations to adopt new structures and collaborative networks to cope with rapidly changing environments. These Collaborative Networks are based on the Idea of virtual enterprise. A virtual enterprise(VE) is a temporary alliance of globally distributed independent enterprises that share core competencies and computer networks. This paper presents a proposal for a methodology to measure a key factor of success and risk First of all, we chose thirty experts' defines on virtual enterprise, fifteen are academic specialist and other fifteen are from industry. For this study we define twenty two factors determining VE's success and seventeen factors determining VE's risk using by Delphi method. And we built the influence model on virtual enterprise. A research model was established according to preceeding research and consensus on experts then the revised model of key factors on virtual enterprise. This survey was based on the Analytical Hierarchy Process (AHP). AHP is an approach to decision making that involves structuring multiple choice criteria into a hierarchy, the assessing the relative important of these criteria, comparing alternative for each criteria, and determining an overall ranking of the alternatives. A model was constructed as 3 level hierarchy. The hierarches are organizational, strategic, technical criteria. for success model on VE has 22 factors and 17 factors for risk model. They are selected by all 30 experts. 14 copies among 30 copies distributed to carry out on the Analytical Hierarchy Process (AHP). Consistency ratio confirm high validity and reliability of instrument and support theoretical model. The results of this study are summarized as follows. (1) This study presented success on VE influenced strategic criteria, and essential factor is Creating a value. Risk on VE influenced strategic criteria, and essential factor is Outcome/Distribution. (2) Its enable that ranking the criteria influence on VE. These are supported VE management and using guideline of VE.

• Journal of Intelligence and Information Systems
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• v.5 no.2
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• pp.121-132
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• 1999

최근 가상기업의 필요성이 증대하고 있다. 기업활동의 효율성을 높이고, 보다 고품질의 서비스를 고객에게 제공하기 위해서 많은 기업에서 도입을 추진하고 있다. 가상기업은 본래 취지를 효율적으로 달성하기 위하여 정보기술에 크게 의존하고 있다. 특히, 협업(Collaboration)과 지식관리(Knowledge Management)가 포함된 VESS(Virtual Enterprise Support System)가 본격적으로 논의되고 있고 유용한 정보의 공유, 가동, 재활용을 위하여 지식공학(Knowledge Engineering)의 효용성이 절실히 필요한 시점이다. 본 고는 이러한 배경에서 가상기업(Virtual Enterprise), 지식관리(Knowledge Management)의 상호 연계성과 시장 및 기술동향에 대해 기술하고 향후 과제를 도출한다.

• Transactions of the Korean Society of Machine Tool Engineers
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• v.12 no.3
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• pp.31-37
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• 2003

With the paradigm shifting from the principal of manufacturing efficiency to business globalism and rapid adaptation to its environments, more and more enterprises are being virtually organized as manufacturing network of different units in web. The formation of these enterprise called as Virtual Enterprise(VE) is becoming a growing trend as enterprises concentrating on core competence and economic benefit. 13us paper proposes multi-agent based task assignment system for VE, which attempts to address the selection of individually managed partners and the task assignment to them A case example is presented to illustrate how the proposed system can assign the task to partners.