Managing the Enterprises

show that enterprises can also be made up of parts of different companies and the structure of the enterprise is contingent upon a variety of different factors. The success of the enterprise as a collaborative venture depends on the ability of companies to intermediate their internal core competencies into other participating companies’ value streams and simultaneously outsource their own peripheral activities to companies that can perform them quicker, cheaper, and more effectively (Lal et al., 1995). In other words, the peripheral activities of one member-company must be complemented by a core competence of another member-company within an overall enterprise. This article describes a conceptual contingency framework that can help enterprise managers to make better strategic decisions for the whole enterprise; it tures for different collaborative settings based on the causality between the prevailing type of core competence and the emergent enterprise structure. An enterprise management perspective has been taken in order to elucidate current developments in operations and supply chain change management from a relatively new and novel point of view. It uses novel analytical units (the enterprise and its sub-units known as enterprise modules) to give a fresh perspective to emerging issues and provide practical guidance for industrialists who must build and manage enterprises. The methodology,