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In today’s global economy, manufacturing enterprises must be viewed in the context of their contribution to the total value chain. Extended or virtual enterprises, consisting of tele‐computing mediated chains of suppliers, manufacturers, assemblers, distributors and customers, compete to supply quasi‐customised products to discerning markets. This paper reviews the thinking behind the extended enterprise and virtual enterprise models of manufacturing systems, identifies the characteristics of each and the similarities and differences between them.

This paper presents a methodology for the development of a new tool for the formation of a virtual enterprise. The formation phase mainly deals with inviting potential collaborators to virtual enterprise, and developing a supply chain; supply chain development is done collaboratively by all the collaborating enterprises. The methodology for realizing a new e‐commerce tool is primarily aimed at satisfying the needs of small‐to‐medium‐sized enterprises, and has the following features: Web‐based; inexpensive; supports collaboration; and increases pipeline visibility and demand visibility.

An integrated, exchangeable, sharable and distributed information environment is one of the crucial factors to ensure the competitive advantage of a virtual enterprise. A manufacturing model that describes an enterprise’s manufacturing capability information is an important part of such a distributed information infrastructure. This paper focuses on the definition of an object oriented manufacturing data model that can provide a consistent data structure for the construction of a manufacturing model for a virtual enterprise. The methodology that is employed to carry out the analysis and design of an object oriented manufacturing data model complies with the open distributed processing reference model. Unified modelling language (UML) class diagrams have been employed to represent the object oriented manufacturing data model with links to relevant ISO standards, which can be instantiated to generate a virtual, global manufacturing model. An experimental software system has been developed using ObjectStore OODBMS and Visual C++. An example manufacturing model for a simple virtual enterprise has been populated and can potentially be used to support product design and manufacturing decisions across a virtual enterprise.

To share the authors' view for an enterprise formation, and a product assembly using communication and information technology in economic manner.

Comparison of the proposed system with a conventional systems. The study explains the approach with a case study.

Shows the approach abilities and the minimization cost of the product.

This approach shows communication and information technology effects on the manufacturing and assembly.

The paper has a new look on the enterprise formation, assembly, and manufacturing.

Emerging computer technology, including an infrastructure for virtual enterprises and more capable apparel product development software, is providing an opportunity to re‐invent how apparel is produced. The development of an information‐rich and unambiguous garment product model would help realize this opportunity This product model would improve the effectiveness of product development software and enhance the industry′s ability to distribute work in virtual enterprises. Suggests what such a product mode should contain, how it can be developed and how it would be utilized throughout the product development life cycle to enable apparel virtual enterprises.

This paper aims to show that the planning‐oriented reference model is a conceptual approach that may provide a more complete alignment of strategic information, governance constructs, as well as process and information flows in the development of virtual partnerships.

The research consists of a literature review along with interviews and observations recorded from previous public/private sector engagements in virtual planning and process change initiatives.

There are very few references that directly address the alignment of strategic plans, governance, and processes within the context of a reusable reference model library. Hence, such an approach may have merit in enhancing the body of knowledge associated with virtual business planning efforts.

If narrative strategic planning and policy information can be aligned and subsequently formally documented within a process‐oriented reference model structure, the resultant blueprint may be helpful in facilitating the rapid formation of virtual business partnership.

In a global economy competitive advantage will increasingly depend on how quickly organizations are able to reorganize in response to changing demand and market condition. Hence, virtual relationships will play an important role in the competitive challenges of the twenty‐first century. The framework proposes the use of reusable, process‐based planning libraries that could reduce the time and complexity associated with the formation, maintenance, and dissolution of virtual partnerships.

The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches.

Analysis of a new survey of more than 7000 C-suite executives conducted by the IBM Institute for Business Value (IBV) provides new and striking insights into what operational, organizational and cultural environments are most conducive to effective and enduring digital transformation.

The Virtual Enterprise re-imagines how and where work is done, re-evaluating the necessity for physical assets, infrastructure and talent.

The single most important characteristic of the Virtual Enterprise is “openness”, which brings value at three levels: inside the enterprise, with partners outside the enterprise and with the wider ecosystem.

The research found that the high technology adopters who focus on “openness” and “ecosystems” enjoy a 40 percent revenue growth performance premium over their advanced competitors.

Faced with new wealth creation paradigm, triggered by technology and relentless globalization of markets, increasing number of companies are becoming knowledge‐based enterprises. This paper aims to discuss the change in enterprise environment; evolution of performance and cost measures; and the challenges for managerial accounting researchers and practitioners in developing value‐based costing and performance measurement systems (PMS).

A conceptual discussion and approach are taken.

Internet and e‐commerce have changed forever the way companies conduct their businesses. Virtual enterprise and efficient supply chain management systems will shape the future of these enterprises. Organizations are trying to become agile enterprises with the help of strategic alliances of firms and integration using information technologies. Traditional performance and cost measures are no longer suitable for developing and managing enterprises in the so‐called new environment. In order to remain relevant and to add value, cost and performance measures must be designed and systematically evaluated to reduce the often‐unnoticed mismatch between strategic goals and operational tactics.

Suggestions are presented for future research directions in managerial accounting areas that would address the requirements of new economy enterprises.

Alerts managerial accounting researchers and practitioners to develop new costing and PMS taking into account the new enterprise environment.

It is no coincidence that the universities were pioneers of the internet, for the medium lends itself uniquely well to academic debate and collaboration. We call this process of sharing ideas in cyberspace “virtual learning”, and the main goal of any such community is to create a shared understanding that will inspire research and development. This paper describes trends and issues in creating a Virtual Learning Community in systems engineering, drawing upon the results of an European ALFA‐funded project named COSME.

This study analyzes how digital technologies collaboration, and technological capabilities affect tourism products' advantage and supply chain resilience via virtual integration and customer service capabilities.

To achieve the goals of this study, a digital transformation model was formulated based on the real option theory (ROT) and digital competencies perspective. Data were collected from travel agencies in Taiwan. This study uses the partial least square structural equation modeling (PLS-SEM) technique to analyze the research model, and 384 samples were collected from travel agencies for analysis.

The research results point out that digital technology collaboration and technical capabilities affect virtual integration and customer service capabilities; customer service capabilities should also be regarded as key influencing variables to improve tourism product advantages and supply chain flexibility.

This study shares a unique perspective on the digital transformation model, which includes antecedents, mediators and moderators, to construct the critical effects for analyzing the tourism products' advantage and supply chain resilience.