We describe a practical method to implement the dynamic restructuring of distributed transactional activities with several main advantages. First, it guarantees the correctness of dynamic restructuring operations as well as that of ongoing transac-tional activities. Second, it is general enough to accommodate a wide range of workkow activities' dynamic restructuring requirements. Third, it faci...

In corporate spin-offs, spun-off units pursue two major objectives: separating and restructuring their business for independent operation; and retaining business continuity and minimizing operational disruptions. In trying to balance the conflicting demands of these objectives, spun-off units often turn to “transitional IT services” provided by their parents. However, the business value of the ...

Although business restructuring occurs frequently and it is important for the prosperity of family firms across generations, research on has largely evolved separately from restructuring. This a missed opportunity, since two domains are complementary, understanding context, process, content, outcome dimensions relevant to both streams. We address this by examining intersection between improve o...

The paper deals with the policies for an idealized transition of a National System of Innovation (NSI) from a system reflecting a relatively closed industrializing economy to an NSI which reflects the conditions of a well-developed "Information Society" and "Learning Economy". The analysis of the transition process analyse the NSI from the viewpoint of the needs of the existing firms of the bus...

We contribute a novel approach to the existing literature on the effects of restructuring on R&D investment by focussing on a single industry, chemicals. The chemical industry is very research intensive and has experienced thorough restructuring since the early 1980s. By focussing on a single industry we are able to identify the technological and R&D features of its segments. This is important,...

To remain competitive many businesses in the 1990s have undertaken business process re-engineering (BPR) projects re-organizing and re-structuring their business operations. At the same time the need for an IT business solution has enabled integrated business packages such as SAP's R/2 and R/3 to quietly dominate the IT systems industry. Although the successes and benefits of SAP have been wide...

Business groups, the leading economic players in emerging economies, have responded to the market‐oriented transition primarily through corporate restructuring. Agency theory predicts that acquisition and divestiture would serve the interests of dominant families and foreign investors in different ways. Further, dominant families, foreign investors from shareholder‐based countries, and foreign ...

This paper examines the effects of co−specialized information technology (IT) on the growth and performance of IT−investing firms as a driver of competitive advantages. By adopting resource−based and dynamic−capability perspectives on firm−specific IT systems, we first identify the mechanisms of resource co−specialization strategy in the process of IT implementation as organizational restructur...

In this chapter, the concept of the virtual enterprise is developed. A motivating case at the beginning points to dilemma that acting manufacturing managers are facing. For the conditions of unpredictable change and dynamic markets the concept of the virtual enterprise is characterized, first, as a business model to create business value, second, as an operational model to co-operate temporaril...

This article will present the differences between restructuring, reengineering, and reinventing. It will identify a process for developing a leadership position that is difficult or impossible to duplicate and show how to develop a business strategy that leads to correctly identifying the core value-added processes of your business--the right ones to reengineer.