VIRTUAL CHARACTERISTICS MEASUREMENT USING
FACTOR ANALYSIS
Ghazal Afroozi Milani
Department of Computer Science &Eng., Shiraz University, Shiraz, Iran
Koorush Ziarati
Department of Computer Science &Eng., Shiraz University, Shiraz, Iran
Alireza Tamaddoni-Nezhad
Department of Computing, Imperial College London,UK
Keywords: Virtual Enterprise, Gradual Virtualization, Degree of Virtual Characteristic, Factor Analysis.
Abstract: Increasing development of using Information and Communication Technology and globalization issue leads
to fundamental changes in classic principles of organizations. Hence, neglecting these changes can lead to
the organizations failure. Substitution of virtual organization is one of the most important of these changes
that many corporations claim. Of crucial necessity is the criterion for measuring the amount of their success
in getting virtual characteristics. In this paper, we measure the degree of virtual characteristics by using the
properties of an ideal virtual enterprise as a reference point and comparing each company with that point.
To assess the degree of virtual characteristics, factor analysis method is used. Our aim in this paper is to
perform an empirical research, besides improvement of previously used methods to measure the degree of
virtual characteristics. The proposed method has been used to assess the degree of virtual characteristics of
Iranian Petrochemical Corporations.
1 INTRODUCTION
In the early 1980s, business theorists found out that
many large companies lacked the flexibility and
agility needed to remain competitive in global
markets. After the Internet became involved in
commercial affairs in the late 1980s, many theorists
adopted it as the engine that would drive the
development of a new generation of business
models. One of these models was virtual
organization that Mowshowitz introduced to the
academia for the first time in 1986. However, the
academic world (Franke, 2001) paid little attention
to this new organizational network approach. Only
since Davidow and Malone's book in 1992 and
Byrne's article in 1993 were published about virtual
corporations, they became interested in this topic.
From that time on, many authors have created a
variety of different terms and definitions to describe
this new form of network organization and its
underlying organizational concept, such as virtual
factory, virtual corporation and virtual enterprise.
But such definitions have caused some confusion
about the concept of virtual contexts, because of the
different interpretations (Franke, 2001) of the term
'Virtual'. The fundamental idea of these definitions is
a partnership that is created when it is needed, by
using information technology. In fact, the
establishment of cooperation agreements between
enterprises (Comarinha-Matos and Afsarmanesh,
1999) is not a new phenomenon, rather belonging to
the very nature of the business world. The use of
information and communication technologies to
support agile cooperation brings this approach to a
new level of effectiveness.
Based on case studies, it is understood that most
of traditional organizations (Bauer and köszegi,
2003) exhibit some of the characteristics of
virtualness. In other words, the binary classification
of organizations to virtual and non-virtual should be
102
Afroozi Milani G., Ziarati K. and Tamaddoni-Nezhad A. (2005).
VIRTUAL CHARACTERISTICS MEASUREMENT USING FACTOR ANALYSIS.
In Proceedings of the Second International Conference on e-Business and Telecommunication Networks, pages 102-108
DOI: 10.5220/0001415801020108
Copyright
c
SciTePress
replaced by the gradual virtualization, which
specifies organizations according to their adoption
of virtual characteristics on a continuum. The
amount of the adoption indicates the degree of
virtual characteristics belonging to a firm.
Consequently, an important question might be
emerged: "how the degree of virtual characteristics
can be measured?" To evaluate the degree of
virtualization of companies, there are some models
that can be divided into two main groups.
The first group includes evolutionary-path
models to explain different stages of development
from a non-virtual to a virtual organization. Every
scholar who uses this kind of model, proposes
different stages for evolution of gradual virtualness.
For example, Arnold, Faisst et al. in 1995 (Bauer &
köszegi, 2003) proposed five evolutionary stages of
development from a non-virtual structure (stage0) to
a virtual corporation (stage4) in addition
Venkatraman and Henderson in 1997 (Bauer &
köszegi, 2003) distinguished three stages of virtual
organizing. The considerable point of this group is
that they can't explain why organizations should
follow exactly this path of development.
The second group is concerned with other
attempts for measuring the degree of virtualization
that use the characteristics of an “ideal” Virtual
Corporation (VC) as reference point. For example
Sieber and Suter in 1996 (Bauer & köszegi, 2003)
used nine characteristics of an ideal VC, and Bauer
and köszegi in 2003 proposed eight factors to
measure the gradual virtualization. However, these
measuring attempts are limited to case-studies and
empirically validated cases. We also follow the
second approach to measure the degree of virtual
characteristics.
In this paper, we applied a modified version of
measuring the degree of virtual characteristics,
which Bauer and Köszegi proposed, in Iranian
petrochemical industry. We modified it from three
aspects; the first modifications are in virtual
characteristics view, the second changes in items of
measuring instrument and the last one in calculating
the degree of virtual characteristics and its
underlying concepts.
The reminder of this paper is arranged as
follows. Section 2 discusses some definitions of
virtual concepts and their relationships as a
background to provide some criteria for assessment
of the degree of virtualization. Section 3 introduces
the extracted characteristics of an ideal virtual
enterprise, on the base of its definitions. Section 4 is
allocated to discuss assessment of degree of
virtualization. Finally, section 5 concludes this paper
and gives some directions for further research.
2 BASIC CONCEPTS
As in any other scientific branch, virtual
organizations require some standard definitions to
develop methods and tools for better evaluating of
its performance. However, there are not yet standard
definitions of virtual concepts; we select some of
them to extract not only their relationship but also
their common characteristics of virtualness.
Virtual Enterprise(VE) (Comarinha-Matos and
Afsarmanesh, 1999) is a temporary alliance of
enterprises that come together to share skills or core
competencies and resources in order to better
respond to business opportunities, and whose
cooperation is supported by computer networks. The
other concept that is very similar to virtual enterprise
is Virtual Corporation.
Virtual Corporation (VC) (Byrne, 1993) is a
temporary network of independent companies–
suppliers, customers, and even rivals–linked by
information technology to share skills, costs, and
access to one another’s markets. This corporate
model is fluid and flexible–a group of collaborators
that quickly unite to exploit a specific opportunity.
Once the market opportunity is met, the virtual
corporation will usually disband.
Virtual Organization (VO) (Comarinha-Matos
and Afsarmanesh, 2004) has a concept similar to a
virtual enterprise, comprising a set of (legally)
independent organizations that share resources and
skills to achieve its mission / goal, but not only
limited to an alliance for profit enterprises. Hence, a
virtual enterprise is a particular case of virtual
organization with economic goals.
All of these definitions indicate that to form a
VE/VO it is needed to establish a cooperation. As
well as, to reply market opportunities fast, the
members of this cooperation must be chosen from a
club like VBE. Virtual Breeding Environment
(VBE) (Comarinha-Matos and Afsarmanesh, 2004)
represents an association or pool of organizations
and their related supporting institutions that have
both potential and the will to cooperate with each
other through the establishment of a "base" long-
term cooperation agreement. When a business
opportunity is defined by one member, who acts as a
broker or virtual management, a subset of these
organizations can be selected. But, on the base of
what conditions the members are selected or the
effectiveness of an established VE can be evaluated.
VIRTUAL CHARACTERISTICS MEASUREMENT USING FACTOR ANALYSIS
103
To answer these questions, we want to develop
some criteria to measure the degree of virtual
characteristics as companies' readiness to participate
in virtual cooperation. Hence, the next section is
allocated to discuss extracted characteristics of an
ideal VE/VC, on the base of their definitions.
3 CHARACTERISTICS OF AN
IDEAL VE
In the following, we discuss the characteristics of an
ideal VE from three aspects:
3.1 Intra-organizational Aspect
It refers to the intra-organizational strategies which
are performed in an ideal VE.
Focused on core competence. On the base of
VE/VC definitions, each enterprise as a partner
of VE has to focus on core competencies. Core
competence (Hamel and Prahald, 1990) is
referred to an area of specialized expertise that is
the result of harmonizing complex streams of
technology and work activity. According to this
definition, the company which has the strategy of
focused on core competences can exploit from
some benefits, like providing potential access to
a wide variety of markets, increasing customer
benefits and hard for competitors to imitate.
Customer-based. It (Larson and McInerney,
2002) refers to the ability to customize the
product or service to the customer.
3.2 Inter-organizational Aspect
This aspect is allocated to specify the characteristics
of an ideal virtual enterprise's inter-organizational
communications. In other words, the
communications of the companies in an ideal VE
have special characteristics that we identify them as
follows.
Independence of cooperation partners It is
directly resulted from VE/VC (Byrne, 1993;
Comarinha-Matos and Afsarmanesh, 1999)
definitions.
Temporary structure Virtual enterprises
(Franke, 2001) are as a response to market
opportunities. When such opportunities arise,
virtual enterprises are emerged to exploit them
and after that will be disband.
Fast contract To reply market opportunities fast,
it is necessary to contract general agreements and
orally agree on details.
Trust between the cooperating partners (Bauer &
köszegi, 2003) has a fundamental impact on the
success of virtual organizations. It is a
mechanism to coordinate networks and plays an
important role in virtual enterprises. For instance,
without having trust, it is impossible to contract
general agreements without written details. In
trust-based systems, behaviour is guided by
shared norms and values and control of output is
replaced by self-control.
Observe other partners' rights causes to
provide an honesty atmosphere in VE and this
leads to make trust.
3.3 Information and
Communication Technology
Information and communication technology (ICT)
(Byrne, 1993; Comarinha-Matos and Afsarmanesh,
1999; Bosch-Sijtsem, 2002) plays central role in a
VE. The distributed nature of VE/VC (Bauer &
köszegi, 2003) requires integration both on a social
and on a technical level. ICT is also required to
guarantee the efficient coordination of activities in a
VE.
4 ASSESSMENT OF VIRTUAL
CHARACTERISTICS
As mentioned before, we measure the degree of
virtualization by using the characteristics of an ideal
VE as a reference point and comparing each
company with that point. Hence, on the basis of VE
characteristics – as described in the previous section
– we design a questionnaire (as shown in appendix
1) which will be used to assess virtual characteristics
of corporations. The questionnaire includes 39 items
which are measured on a 5-point Likert scale. The
scale ranged from 0 "never" to 4 "always". This
questionnaire has been used to assess the
corporations' virtual characteristics in a case study
which will be described in the next section.
4.1 Case Study
To measure the degree of virtualization,
petrochemical industry is selected as a typical
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104
industry of the country. The important reasons of
this selection can be identified as follows.
- The pioneered industry of the country for the
sake of existing oil and gas resources as the main
core competence.
- The considerable number of petrochemical
corporations in the country.
- The similarity between definitions of VE and
what happens in petrochemical corporations.
It is considerable that each petrochemical
corporation produces various products by using
natural gas. In addition, they cooperate with
companies from the whole of the world to provide
initial resources, catalysts, facilities, etc. Hence, it is
assumed that this industry exhibits a higher degree
of virtual characteristics than other industries in the
country.
Then, the managers of the active petrochemical
corporations of the country, which included 20
centres, were interviewed to respond the
questionnaire. Consequently, the necessary
information of corporations as questionnaires was
gathered.
We use factor analysis not only to analyze the
initial allocation of items to the dimensions that
Bauer and köszegi mentioned in 2003, but also to
assess the degree of virtual characteristics of
corporations. With regard to the importance of using
this method, we explain it in the next subsection.
4.2 Factor Analysis as a
measurement method
Factor analysis is a branch of statistical science that
is generally ascribed to Charles Spearman in 1904.
This method (Harman, 1962) came into being
specifically to provide mathematical models for the
explanation of psychological theories of human
ability and behaviour. In general, factor analysis
(Kline, 1994) consists of a number of statistical
techniques the aim of which is to simplify complex
sets of data which are called factors. In other words,
the object of factor analysis is to represent a variable
z
j
in terms of several underlying factor, or
hypothetical constructs. Two general types of factors
(Harman, 1962) were distinguished, common factors
which involved in more than one set of variables and
unique factor that involved in a single variable set.
The mathematical model for describing a
variable z
j
for a particular individual i ( i = 1,2,…,n )
in terms of m common factors F
1i
, F
2i
, …, F
mi
and
unique factors U
ji
might be written as follows.
Z
ji
= a
j1
F
1i
+ a
j2
F
2i
+…+ a
jm
F
mi
+ a
j
U
ji
The basic problem of factor analysis is to
determine the coefficients, a
j1
… a
jm
of the common
factors, which are called factor loadings. In order to
perform this determination, we use principal
component extraction method.
The next step is to interpret the determined factor
loadings. Since, factor loadings are the correlations
of the variables with the factor, the interpretation of
variables- which are the items of our questionnaire-
with several large factor loadings are difficult. To
solve this problem, we use varimax rotation method.
As mentioned above, each factor loading is a
correlation which runs from -1 to +1 and these
variations between coefficient factors indicate the
different importance of variables in factors. Hence,
factor scores can not be measured by aggregating
into one final index.
If it can be assumed that the items of the
questionnaire are ideally complete and all of the
characteristics of virtual enterprise are included, i.e.
there are not any unique factors in factor analysis
model (Z = AF), factor scores (Harman, 1962;
Gorsuch, 1974) can be directly measured as follows.
F = (A´A)
-1
A´Z
Where A is the matrix of coefficient factors and
Z is the matrix of the standard variables. Although,
this solution is in terms of ideal variables, we
estimated factor scores- which indicate the amount
of virtual characteristics- by using regression
method with the help of SPSS (Statistical Package
for Social Science) software.
4.3 Results
We used factor analysis to analyze our questionnaire
from three aspects of virtual characteristics, as
follows:
Intra-organizational aspect In factor analysis of
the items of intra-organizational aspect, we extracted
three factors with the explanation of 72% of the total
variance as follows:
- Speciality (S) is the first factor that includes
items 16 and 17 from the questionnaire of
appendix 1.
- Customer-Based (CB) is the second factor which
consists of items 18, 19 and 14.
- Focus on Core Competence (FCC) is the last one
which includes items 15 and 13.
Inter-organizational aspect The next factor
analysis is to analyze the items of inter-
organizational aspect. Five factors were extracted
with the explanation of 60% of the total variance
which we named as follows:
VIRTUAL CHARACTERISTICS MEASUREMENT USING FACTOR ANALYSIS
105
- Observe other Partner's Rights (OPR) which
consists of items 34, 35, 36, 37, 38, 39, 29 and
26 of the questionnaire.
- Agile Cooperation Contracts (ACC) which
includes items 28, 27, 23, 22 and 32 of the
questionnaire.
- Temprary Cooperation Experience (TCE) which
includes items 24, 25 and 30 of the
questionnaire.
- Trust in Independent Partners (TIP) which
consists of items 31, 33, 20 and 21 of the
questionnaire which have been shown in
appendix 1.
ICT aspect To analyze the items of this aspect, we
extracted three factors, with the explanation of 62%
of the total variance, as follows:
- Updating Technology (UP) which includes items
1, 2, 6 and 11 of the questionnaire.
- Information System (IS) that includes items 3, 7,
8 and 9 of the questionnaire.
- Internet and Intranet (II) which includes items 5,
10, 12 and 4 of the questionnaire.
Estimated factor scores, in order to compare
them with the reference point- as mentioned before-
we calculated the result of an ideal VE in terms of
factor score coefficient matrix. Consequently, factor
scores which are indicated the degree of virtual
characteristics of our case study companies as it has
been shown in table 1.
As it can be seen from the results, in general, the
corporations which have higher degree in three
factors of ICT aspects also have considerable degree
in other virtual characteristics. With regards to their
characteristics, the management of these
corporations are flexible and most of them are
smaller than other corporations of our case study.
A detailed analysis of the estimated factors
delivers some considerable insights. In figure 1, we
listed average degrees of virtual characteristics. As it
can be seen, which was also resulted in Bauer and
Köszegi findings, there is a dominantly high level of
OPR (Observe other partner's rights) factor (82.86%)
among the corporations of our case study that is in
general an important lubricant for economic
transactions.
In spite of the importance of Information and
communication technology (ICT), the Internet-
Intranet factor has the minimum average (43.13%)
of aforementioned industry and this in turn
necessitates a further degree of attention. Also, in
this industry, regarding the two factors ACC and CB
a noticeable flaw is observable. This implies a
reconsideration of the strategies taken so far.
5 CONCLUSION AND FURTHER
WORK
In this paper, we introduced the characteristics of an
ideal virtual enterprise on the base of some
considerable definitions. Then, with regards to the
characteristics of an ideal virtual enterprise as a
Table 1: the degree of virtual characteristics
Firm S CB FCC OPR ACC TCE TIP UP IS II
1 76.44% 67.91% 67.76% 93.44% 64.89% 52.65% 67.90% 72.69% 71.75% 38.77%
2 86.28% 42.71% 23.40% 95.13% 52.45% 60.24% 61.21% 68.75% 87.33% 47.26%
3 81.41% 05.93% 83.39% 86.52% 53.63% 59.84% 80.87% 62.44% 43.11% 60.61%
4 83.11% 60.00% 56.74% 86.75% 62.34% 36.06% 47.26% 52.78% 87.88% 27.84%
5 76.48% 70.23% 66.07% 89.92% 59.51% 52.41% 44.82% 50.18% 47.40% 25.78%
6 81.09% 36.76% 48.37% 90.53% 37.12% 53.28% 60.71% 82.64% 60.17% 28.41%
7 65.67% 57.55% 23.13% 92.36% 37.67% 48.36% 58.44% 54.35% 73.93% 56.46%
8 45.37% 60.58% 54.63% 81.40% 59.85% 51.29% 59.90% 75.15% 28.80% 52.18%
9 54.58% 32.13% 46.79% 68.05% 42.69% 78.91% 58.78% 63.39% 60.27% 69.67%
10 56.89% 45.43% 30.21% 90.27% 30.24% 63.06% 42.89% 72.88% 75.48% 50.02%
11 43.70% 65.67% 50.66% 71.46% 56.57% 50.47% 55.31% 45.93% 69.78% 48.97%
12 37.85% 54.71% 53.61% 80.38% 56.23% 60.92% 61.97% 46.51% 55.42% 34.15%
13 59.97% 62.40% 59.31% 73.25% 43.61% 54.91% 40.72% 31.64% 76.03% 26.49%
14 58.25% 35.01% 67.86% 69.26% 43.74% 49.46% 47.57% 58.39% 51.45% 62.82%
15 65.03% 38.98% 41.51% 92.64% 28.27% 46.94% 58.84% 68.27% 55.67% 16.64%
16 59.50% 44.90% 38.37% 80.13% 53.09% 41.91% 54.72% 25.98% 56.79% 58.11%
17 61.53% 29.59% 19.19% 86.58% 33.60% 48.83% 62.74% 20.17% 70.45% 64.47%
18 46.78% 36.64% 31.16% 79.53% 36.78% 51.80% 68.63% 33.75% 58.91% 35.83%
19 39.33% 40.78% 57.79% 84.13% 32.78% 39.79% 61.84% 33.34% 40.98% 25.42%
20 25.51% 32.98% 62.71% 65.42% 41.05% 34.26% 71.68% 38.55% 47.67% 32.65%
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106
0
10
20
30
40
50
60
70
80
90
Mean
60.24 46.04 49.13 82.86 46.3 51.77 58.79 52.89 60.96 43.13
S CB FCC OPR ACC TCE TIP UP IS II
reference point, we measured virtual characteristics
of our case study. To do this, a questionnaire as a
criterion to analyze virtualness was developed. After
that we used factor analysis as a measurement
method to estimate degree of virtual characteristics.
The considerable point in measuring factor scores is
different importance of variables which have
different factor loadings. Hence, factor scores or
degrees of virtual characteristics are not the
aggregation of items which are categorized in
factors. Moreover, since some factors have
correlation to each other, it can't be averaged as an
overall degree and we can compare each
characteristic separately.
On the basis of our case study, the characteristics
of intra-organizational aspect are categorized in
three factors, speciality, customer-based and focus
on core competence. Also, the characteristics of
inter-organizational aspect are divided to four
factors; observe other partners' rights, agile
cooperation contracts, temporary cooperation
experience and trust in independent partners. The
items of information and communication technology
are categorized in three factors, updating
technology, information system and Internet-
Intranet.
Moreover, on the base of our case study, the
degrees of virtual characteristics of corporations that
have flexible management are higher than others.
So, we suggest the flexible management as a
principal characteristic of virtual enterprise.
As mentioned previously, to measure more
precisely the degrees of virtual characteristics,
further research is needed in the characteristics of an
ideal virtual enterprise. In addition, identifying the
order of priorities between virtual characteristics is
another issue which can be used to determine the
overall degree of virtual characteristic.
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Figure 1: the average of virtual characteristics
VIRTUAL CHARACTERISTICS MEASUREMENT USING FACTOR ANALYSIS
107
Market Conditions, Electronic Journal of
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Appendix 1
Information and Communication Technology
never
<
avg
avg
>
avg
1- If technological changes of ICT occur, our company has enough readiness to update its personnel
2- If technological changes of ICT occur, our personnel cope themselves with changes
3- There is an active computer section in our company
4- There is an intranet between our company and other cooperation partners
5- We communicate with other companies by means of Internet
6- We use an official automation package in our company
7- There is an active electronic filling system in our company
8- Our company's data keep in a database
9- In our company, we use electronic communication standards for cooperation with other companies
10- In our company, buying and selling are done by Internet
11- Our company's customer can use selling service electronically
12- In our company, the rate of Internet is acceptable
Intra-organizational aspect
13- The core competence of our company differentiates us from our cooperation companies
14- It is hard for our competitors to imitate our strengths
15- Our company is only active in its field of core competence
16- Internal units of our company sell their strengths on the external market
17- It is important to concentrate on our own strengths
18- The products of our company are designed on the base of customer needs
19- The customers can influence the composition of the cooperation partners
Inter-organizational aspect
20- Our cooperation partners can produce and sell their products without us
21- Our cooperation partners are legally independent from us
22- The cessation of one partner directly affected other partners
23-The cooperation with other partners is disband after task is done and probably it is used the other partners
24- It is possible for us to select from several companies as our cooperation partne
r
25- A central coordination unit exists, which coordinates the work within the cooperation
26- Our company has some experience about cooperating with other companies
27- We only finalize general agreements and orally agree on the details
28- We have verbal agreements with our cooperation partners
29- We finalize only detailed contracts
30- We trust our colleagues to keep up our agreements
31- Our company tries to improve sense of trust and cooperation among cooperation partners
32- There are trust and accuracy between our personnel
33- In our company, we control the quality of imported products
34- In our company's communications, a breach of trust is being sanctione
35- We keep up to verbal agreements, even if it brings us an economic disadvantage
36- Our company observes all the related rules
37- We keep up to written agreements, even if it brings us an economic disadvantage
38- We keep up to common market rules
39- We keep up to the other partners' rights
Error! Bookmark not defined. Items 14, 16, 17, 19, 21, 22, 25, 27, 29, 34, 35 and 37 are taken from Bauer (2003). All
other items have been developed for this questionnaire.
Error! Bookmark not defined. Items 22 and 29 are reversed items.
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