Abstract
BM_virtual enterprise (BM_VE) is a virtual enterprise (VE) in a total or partial conformance with the BM_virtual enterprise architecture reference model (BM_VEARM). BM_VE is a kind of VE characterized as a dynamically reconfigurable network integrated over the global domain, satisfying the requirements for integrability, distributivity, agility, and virtuality as competitiveness factors. BM_VE uses three main mechanisms, or tools: market of resources, broker, and virtuality. This chapter presents the three fundamental mechanisms for the VE reconfiguration dynamics and virtuality; introduces the basic concept of the BM_VEARM, which serves as the conceptual and formal base for building BM_VE instances; shows the formal specification and theory of the structural aspects of the BM_VE as well as some aspects of the BM_VE reconfiguration dynamics; presents the BM_VE as an agile/virtual enterprise (A/VE); and finally, describes some important consequences of virtuality in BM_VE, i.e., that the BM_VE structure is hierarchical, a new definition of the VE (in which the network as the VE characteristic is irrelevant from the operational unit's point of view), and the process of a "traditional" enterprise virtualization. © 2005, Idea Group Inc.

Abstract
The implementation of the virtual enterprise (VE) model requires an agent, called a broker, who undertakes several functions and whose increased performance contributes to the searched agility of this organisational model. From the set of functions that the broker can provide to the VE, there are some that may explicitly contribute to the process of VE integration. One of the processes that contributes to VE integration, either in the project phase, during the resources system configuration, or in the operation phase, when the system reconfiguration is required, is the resources system selection process. We will approach, in this work, the importance of the broker in the resources system selection through the comparison of his performance in that process to the performance expected of the VE itself, if the person for whom it is responsible (or principal) performs the same process. This comparison is made based on the simulation results obtained from a numeric demonstrator specifically constructed to quantify the time and cost of the selection process for both the selectors (the broker and the principal). We demonstrate that the domain of advantage for the broker, i.e., where the broker's performance exceeds the principal's, grows with the dimension of the tasks plan and with the number of preselected resources, and also with the complexity of the selection method. © 2005, Idea Group Inc.

Abstract
The search for increased competitiveness and efficiency during the last decade resulted in several organizational approaches that presented flexibility as a main characteristic. Some of these approaches rely on dynamically reconfigurable partnerships in permanent alignment with the market and strongly supported by information and communication technology, with the agile/virtual enterprise (A/VE) organizational model as a leading example. Several technologies and valuable applications have been developed to support some of these emerging models, however, the full potential of the A/VE model requires an environment coping with its requirements, and the Market of Resources concept is defended as a solution for virtual enterprise (VE) integration. The chapter discusses the requirements for the A/VE model and introduces the global structure and functionalities of the Market of Resources. © 2005, Idea Group Inc.

Abstract
Virtual enterprise integration (VEI) is virtually the most critical success factor for making virtual enterprise (VE) a real, competitive, and widely implemented organizational and management concept. However, according to many authors, the present solutions for VEI are either insufficient or inexistent. One of the reasons for the situation is the failure of the approach of "traditional" information systems and organizations to dealing with the nowadays turbulent market and organizations' requirements, where actual VEI solutions are mainly sought. This chapter presents a discussion on the VEI issue as a contribution to a better understanding of the VEI phenomenon, and it could be seen as a contribution to an eventual framework for VEI science, engineering, development, and implementation. Also, two metatheoretical structures for VEI research and development are proposed: VEI abstractions hierarchy and VEI semiotics. © 2005, Idea Group Inc.

Abstract
The virtual enterprise model is an emerging approach in answer to the new requirements of the business environment, relying on dynamically-reconfigurable partnerships, with extremely high performances, strongly time-oriented while being highly focused on cost and quality, in permanent alignment with the market, and strongly supported by information and communication technology, dictating a paradigm face shift to the traditional organizational models. Networking and reconfiguration dynamics are the main characteristics of this model, requiring enabling and supporting environments, at bearable costs. Some existing technologies and Internet-based environments can partially support this organizational model, but the reconfiguration dynamics can only be assured by environments able to manage, control, and enable networking and dynamics in virtual enterprise creation/reconfiguration. Several environments are introduced in the chapter, and particular focus is given to the market of resources, an environment coping with the requirements of the virtual enterprise model. © 2007, Idea Group Inc.

Abstract
The phenomenon of the enterprise organizational reconfiguration and its dynamics as a business alignment enabler is discussed. Business alignment means the enterprise's actions undertaken to gain synergy between the business; that is, the market opportunity and the provision of the required, or innovative, product, with the required, or designed, specifications at the required, or proper, time, with the lowest cost and best possible return (financial or other). The enterprise's organization "fast reconfiguration," either as a proactive or as a reactive action, or "fast adaptation" or "flexibility" (as a "reactive" action), is seen as the main enabler of business alignment and the main requirement for achieving competitiveness. The need to keep a close alignment with the dynamic market environment in permanent change implies the high dynamics of the organizations' organization, or organizational structure, reconfiguration. The first part of the text presents enterprise's requirements for competitiveness and business alignment, while the second part discusses the phenomenon of the enterprise reconfigurability as the business alignment enabler. In the third part, an analysis of some organizational and management approaches, from the reconfigurability point of view, is presented. The text ends with a conclusion and references. © 2007, Idea Group Inc.