Virtual forms for the organization of production: A comparative analysis

Abstract

In the present competitive environment, excellence in each phase of the productive process and flexibility are critical requirements in every business. Virtual enterprises have been proposed as an inter-organizational model characterized by both strong incentives to suppliers’ performance and high flexibility. Nonetheless, virtual enterprises are not ubiquitous as some suggest they should be. This paper compares virtual enterprises with other models for the organization of production: Markets, vertically integrated firms and networks. We formulate hypotheses that virtual enterprises are suitable for firms producing complex, modular products, with frequent changes in components, but low knowledge specificity. Virtual enterprises are suitable for a group of industries that is limited, but of growing importance.