Expert Answer:ECOM425 – Virtual Organisation Management

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ECOM425 – Virtual Organisation Management
Semester 1 (2019-2020) – Case Study
Course: ECOM 425
Student name:
Academic Year: 1441
Students number:
Semester: 1st
student grade: (out of 8)
Section:
Level of the Mark:
InstructorName:
Signature Dr.Gokulkumari Govindasamy
Level
ECOM 425 – Virtual Organization Management
Semester 1 (2019-2020) – Internal Assessment
Instructions
•
This is an individual assessment, which is a part of course score. It requires
effort and critical thinking.
• Assignment 2(Case Study-Four Questions)-8 Marks
•
The submission method of all should be through the Black board only.
Assignment 2:
CASE STUDY –
Linked
LinkedIn is a social networking website for people in professional jobs. Founded in 2003,
LinkedIn connects the world’s professionals to make them more productive and successful. With
more than 645+ million members worldwide, including executives from every Fortune 500
company, LinkedIn is the world’s largest professional network. The company has a diversified
business model with revenue coming from Talent Solutions, Marketing Solutions, and Premium
Subscriptions products. LinkedIn could be defined as a Multi-Sided Platform. Headquartered in
Silicon Valley, LinkedIn has offices across the globe. Users can make connections with other
people they have worked with, post their work experience and skills, look for jobs, and look for
workers. The site is available in many languages, including most European
languages, Japanese, Korean, Indonesian, and Malay.
Growth was slow at first. In 2005 LinkedIn introduced services that allowed companies to post
job listings and search the network for prospective employees. In addition to these professional
services, LinkedIn allows companies to advertise on the site. In December 2016, Microsoft
completed its acquisition of LinkedIn, bringing together the world’s leading professional cloud
and the world’s leading professional network.
The business model is organized around four pillars:
•
•
•
Talent Solutions
Learning & Development
Marketing Solutions
•
Premium Subscriptions
Talent Solutions: LinkedIn Recruiter allows enterprises and professional organizations to find,
contact and hire highly qualified passive and active candidates based on Advanced searches,
InMail service and Talent Pipeline Management.
Learning & Development: Back in 2015, LinkedIn had bought an online learning company
called Lynda for $1.5 billion. Lynda was integrated into LinkedIn as the learning and
development platform for professionals. In short, subscription members can get access to
thousands of professional courses. Thus, this segment of the business is subscription-based as
well.
Marketing Solutions: The marketing solution is the part where LinkedIn uses its member’s user
base to let other businesses advertise their products or services. There are six products in this
area:
• Sponsored Updates
• LinkedIn Ads
• Sponsored in Mails
• Display Ads
• Ads API
• Elevate
The last segment is related to the premium subscription’s members.
Premium Subscriptions: The differentiation between the subscription-based model and
advertising model is not as simple as it seems. In fact, within premium subscriptions, you can
have access to advertising features (like InMail Messages); therefore, even though the
LinkedIn business model is mainly subscription-based. That is more diversified. In fact, it is
undeniable that part of the value of the professional network comes from the leverage the
businesses can make of the LinkedIn members’ base.
One of the key aspects of a business model is the customer segment your organization serves,
whom you sell your products or services. LinkedIn gets its overall value by offering services for
both HR managers in need of qualified candidates and professionals looking for career
opportunities. The Learning & Development platform allows LinkedIn members to get more
qualified. Which in turn, increases the value of the hiring services as more qualified people are
available.
Teams are working to keep LinkedIn a safe place for professionals by proactively finding fake
profiles then removing them and any content they share. Prevent 19.5 million fake accounts from
being created at registration. This means the vast majority – 95% – were stopped automatically,
without ever being live on LinkedIn.
Restricting 2 million fake accounts before members reported them and 67,000 following member
reports. This was possible by pairing human review with artificial intelligence and machine
learning and our members who report fake accounts.98% of all fake accounts we prevented or
took down were done so through our automated defenses, including artificial intelligence and
machine learning. The rest were captured through manual review.
Due Dates and Grading
Date of release
Due
date
of Grade
submission from the Allocation
students
End of 9th Week
End of 12th Week
Assessment
Assignment-2
(Case Study)
8
Case Study Questions:
1.Which Business model is adopted in LinkedIn? (2 Marks)
2.Give the function of talent solution product in Linked in. (2 Marks)
3.Is the search in Linked In is effective? Reason out. (2 Marks)
4.Specify the ways adopted to prevent fake accounts? (2 Marks)
i
Agile Virtual
Enterprises:
Implementation and
Management Support
Maria Manuela Cunha
Polytechnic Institute of Cávado and Ave, Portugal
Goran D.Putnik
University of Minho, Portugal
IDEA GROUP PUBLISHING
Hershey • London • Melbourne • Singapore
ii
Acquisitions Editor:
Development Editor:
Senior Managing Editor:
Managing Editor:
Copy Editor:
Typesetter:
Cover Design:
Printed at:
Michelle Potter
Kristin Roth
Jennifer Neidig
Sara Reed
Bernard J. Kieklak, Jr.
Marko Primorac
Lisa Tosheff
Yurhcak Printing Inc.
Published in the United States of America by
Idea Group Publishing (an imprint of Idea Group Inc.)
701 E. Chocolate Avenue
Hershey PA 17033
Tel: 717-533-8845
Fax: 717-533-8661
E-mail: cust@idea-group.com
Web site: http://www.idea-group.com
and in the United Kingdom by
Idea Group Publishing (an imprint of Idea Group Inc.)
3 Henrietta Street
Covent Garden
London WC2E 8LU
Tel: 44 20 7240 0856
Fax: 44 20 7379 0609
Web site: http://www.eurospanonline.com
Copyright © 2006 by Idea Group Inc. All rights reserved. No part of this book may be reproduced,
stored or distributed in any form or by any means, electronic or mechanical, including photocopying,
without written permission from the publisher.
Product or company names used in this book are for identification purposes only. Inclusion of the
names of the products or companies does not indicate a claim of ownership by IGI of the trademark
or registered trademark.
Library of Congress Cataloging-in-Publication Data
Cunha, Maria Manuela, 1964Agile virtual enterprises : implementation and management support / Maria Manuela Cunha, Bruno
Conceicao Cortes, and Goran D. Putnik.
p. cm.
Summary: “The authors address Agile/Virtual Enterprises as a new organizational paradigm, highly
dynamic reconfigurable agile networks of independent enterprises sharing all resources, including
knowledge, market, customers, etc., and using specific organizational architectures that introduce the
enterprises’ true virtual environments”–Provided by publisher.
ISBN 1-59904-010-7 (hardcover) — ISBN 1-59904-011-5 (softcover) — ISBN 1-59904-012-3
(ebook)
1. Virtual reality in management. 2. Business networks. 3. Virtual corporations. I. Cortes, Bruno
Conceicao, 1976- II. Putnik, Goran, 1954- III. Title.
HD30.2122.C86 2006
658.4’038–dc22
2006009295
British Cataloguing in Publication Data
A Cataloguing in Publication record for this book is available from the British Library.
All work contributed to this book is new, previously-unpublished material. The views expressed in this
book are those of the authors, but not necessarily of the publisher.
iii
Agile Virtual Enterprises:
Implementation and
Management Support
Table of Contents
Preface ……………………………………………………………………………………………… vii
Section I: Business Requirements and Virtual Enterprise Model Needs
Chapter I.
Business Requirements and Background ………………………………………….. 1
Introduction ……………………………………………………………………………….. 1
The Enterprises and the Market ………………………………………………….. 2
Inter-Firm Collaboration …………………………………………………………….. 3
The Theory of the Firm ……………………………………………………………….. 4
The Actual Economical Context …………………………………………………… 8
Need for New Organizational Models and Need for Business
Alignment …………………………………………………………………………….. 12
Summary …………………………………………………………………………………… 18
References ……………………………………………………………………………….. 18
Chapter II.
A Review on Virtual Enterprise Models ………………………………………….. 25
Introduction ……………………………………………………………………………… 25
The Emergence of the Virtual Enterprise as an Organizational
Concept ……………………………………………………………………………….. 25
Supply Chain Management ……………………………………………………….. 30
The Extended Enterprise …………………………………………………………… 32
The Agile Enterprise/Manufacturing Model ………………………………. 33
The Virtual Enterprise/Organization Approach ………………………….. 36
iv
One Product Integrated Manufacturing …………………………………….. 43
BM_Virtual Enterprise Architecture Reference Model ……………….. 45
Summary …………………………………………………………………………………… 64
References ……………………………………………………………………………….. 72
Chapter III.
BM_Virtual Enterprise as an Agile/Virtual Enterprise Model …………. 81
Introduction ……………………………………………………………………………… 81
BM_VE Organization ……………………………………………………………….. 82
Structural Dynamics, or Reconfigurability …………………………………. 88
External Environment as BM_VE Implementation and
Management Enabler: The Market of Resources ………………….. 91
Consequences of Virtuality in BM_VE ……………………………………….. 92
Summary …………………………………………………………………………………… 97
References ……………………………………………………………………………….. 98
Chapter IV.
Requirements for Agile/Virtual Enterprise Integration ……………………. 99
Introduction ……………………………………………………………………………… 99
Requirements for the Agile/Virtual Enterprise Model ……………….. 100
Reconfigurability Dynamics in Agile/Virtual
Enterprise Integration …………………………………………………….. 101
Basic and Complex Resources …………………………………………………. 102
Subcontracting Space and Reconfigurability Dynamics …………… 104
Business Alignment in Agile/Virtual Enterprise Integration ……….. 111
Functionalities for Agile/Virtual Enterprise Integration ……………. 116
The Agile/Virtual Enterprise Extended Life Cycle …………………….. 124
Summary …………………………………………………………………………………. 127
References ……………………………………………………………………………… 128
Section II:
Functional or Activity-Based Model of the Market of Resources
Chapter V.
The Proposal of a Market of Resources ………………………………………… 133
Introduction ……………………………………………………………………………. 133
The Market of Resources Concept …………………………………………… 134
Technical Requirements for the Market of Resources ………………. 137
Summary …………………………………………………………………………………. 140
References ……………………………………………………………………………… 142
v
Chapter VI.
Information and Communication Technologies:
Current Developments …………………………………………………………. 143
Introduction ……………………………………………………………………………. 143
Impact of the New Information and Communication
Technologies ………………………………………………………………….. 144
Information and Communication Technologies and Techniques .. 147
Information and Communication Technology Applications ……….. 150
E-Business Integration …………………………………………………………….. 178
Summary …………………………………………………………………………………. 181
References ……………………………………………………………………………… 182
Chapter VII.
Traditional Technologies to Support Agile/Virtual Enterprise
Integration ……………………………………………………………………………. 191
Introduction ……………………………………………………………………………. 191
How Traditional Tools Support Agile/Virtual Enterprise
Integration …………………………………………………………………….. 192
Costs of Subcontracting ………………………………………………………….. 194
Cost-and-Effort Model for Traditional Internet-Based A/VE
Integration …………………………………………………………………….. 196
Summary …………………………………………………………………………………. 207
References ……………………………………………………………………………… 207
Chapter VIII.
The Organizational Model for a Market of Resources ………………….. 209
Introduction ……………………………………………………………………………. 209
A Methodology for the Functional Specification ……………………… 210
Global Structure of the Market of Resources …………………………… 218
Market of Resources Project …………………………………………………… 238
Operation of the Market of Resources …………………………………….. 260
Data Architecture to Support the Market of Resources …………….. 274
Cost-and-Effort Model for the Market of Resources ………………… 275
Summary …………………………………………………………………………………. 289
References ……………………………………………………………………………… 289
Chapter IX.
Development of the Market of Resources …………………………………….. 294
Introduction ……………………………………………………………………………. 294
Technological Support for the Market of Resources:
E-Marketplace Software Platform Providers …………………… 295
How Does the Available Technology Support the
Functionalities of the Market of Resources? …………………… 299
vi
Developing a Prototype for the Market of Resources ………………. 300
Summary …………………………………………………………………………………. 306
Reference ……………………………………………………………………………….. 307
Section III: Market of Resources and Agile/Virtual Enterprises
Implementation and Management Support: Validation and Potential
Chapter X.
Performance Analysis ……………………………………………………………………. 309
Introduction ……………………………………………………………………………. 309
The Cost-and-Effort Analysis …………………………………………………… 310
Market of Resources Versus Traditional Internet-Based Search
and Selection: Determination of Time Constants ……………… 323
Comparative Study on Performance ………………………………………… 330
Domain of Opportunities for the Market of Resources …………….. 343
Summary …………………………………………………………………………………. 346
Reference ……………………………………………………………………………….. 347
Chapter XI.
Market of Resources: Exploitation and Future Trends …………………. 348
Introduction ……………………………………………………………………………. 348
Opportunities for the Market of Resources ……………………………… 349
Market of Resources: A SWOT Analysis …………………………………… 356
Critical Success Factors ………………………………………………………….. 364
Targeted Users of the Market of Resources …………………………….. 364
Analysis of Opportunities and Potential Benefits ……………………… 367
Conclusions and Future Trends ………………………………………………. 369
References ……………………………………………………………………………… 370
About the Authors …………………………………………………………………………. 374
Index ……………………………………………………………………………………………… 376
vii
Preface
This book addresses meta-enterprise organizations and infrastructures as emerging and (now we are positive) indispensable organizational models, concepts or
approaches for assuring, or enabling, effective and efficient implementation
and management of agile and virtual enterprises (or Agile/Virtual Enterprises).
In particular, the concrete meta-enterprise organization and/or infrastructure
model presented in the book is called, by the authors, the Market of Resources
(MR).
An Agile/Virtual Enterprise (A/VE) is seen as a new organizational paradigm,
virtually the most advanced enterprise organizational paradigm of today’s, expected to serve as a “vehicle” towards, in the limit, a seamless “perfect” alignment of the enterprise with the market. A/VE is characterized in different ways,
ranging from simple subcontracting networks to dynamic reconfigurable agile
networks of independent enterprises sharing all resources, including knowledge, market, customers, and so forth, using specific architectures, not only of
software and data systems, but primarily the organizational architectures that
introduce the enterprise’s true virtual environments, in order to be permanently
aligned with the highly demanding and global dynamic market. Obviously, when
we, the authors, address Agile/Virtual Enterprises as a new organizational paradigm, we consider primarily and exclusively, the Agile/Virtual Enterprises as
highly dynamic reconfigurable agile networks of independent enterprises
sharing all resources, including knowledge, market, customers, etc., and
viii
using specific organizational architectures that introduce the enterprise’s
true virtual environments.
Thus, in this book, the form of agility addressed is primarily the dynamic
reconfiguration of the organization, or structure, of networks of independent
enterprise …
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