[8] 2002 e-business-strategies-for-virtual-organizations

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Moving from e-business to i-business strategies in virtual markets Table 5.2 Traditional collaboration versus coevolution (after Eisenhardt and Galunic 2000) Form of collaboration Traditional collaboration Frozen links among static businesses Objectives Efficiency and economies of scale Internal dynamics Focus Content of collaboration Coevolution actually counterintuitive and that collaboration does not naturally lead to synergy. Where synergies are achieved the managers have mastered the corporate strategic process of coevolving. These managers routinely change the web of collaborative links – everything from information exchanges to shared assets to multibusiness strategies – among businesses. The result is a shifting web of relationships that exploits fresh opportunities for synergies and drops deteriorating ones. 5.2.2 Models of virtual markets Shifting webs among evolving businesses Growth, agility, and economies of scope Collaborate Collaborate and compete Content and number of collaborative links Corporate role Drive collaboration Set collaborative content Business role Execute collaboration Drive/execute collaboration Incentive Varied Self-interest, based on individual business unit performance Business metrics Performance against budget, preceding year, or sister-business performance Performance against competitors in growth, share and profits This ecosystems approach can be applied to different market models such as the four models of virtual market environments identified by Ticoll et al. (1998) in their examination of e-business 81
e-Business Strategies for Virtual Organizations Figure 5.2 Four models of virtual market communities. They suggest that such markets differentiate along two primary dimensions: economic control and value integration (Figure 5.2). The open market model is basically a business-to-consumer model without any single player in overall control although different players and market alliances can drive events at different times. The aggregation model normally has one business in control positioning itself between suppliers and producers. Value chains have a similarly hierarchical model but maximize value integration through operational effectiveness and alliances retain that high value integration but rely on shared visions, standards and business practices to provide a full solution environment without any single company exercising overall control. Another classification can relate the control variable to the emphasis on efficiency or flexibility and innovation, and that this will imply a stable or dynamic market. In many virtual market environments this can be seen as a staged growth evolution of i-business maturity. Each of these stages of maturity demands different approaches to strategy and different approaches to process management. 5.3 Strategies for i-markets 82 Berryman et al. (1998) suggest there are three types of marketplace: those controlled by sellers, those controlled by buyers, and those controlled by neutral third parties. Marketplaces controlled by sellers are usually set up by a single vendor seeking many buyers. Its aim is to create or retain value and market power in any transaction. Buyer-controlled marketplaces are set up by or for one or more buyers with the aim of shifting power and value in the marketplace to the buyer’s side. Many involve an intermediary, but some particularly strong buyers have developed marketplaces for themselves.
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e-Business Strategies for Virtual O
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e-Business Strategies for Virtual O
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Contents Computer Weekly Profession
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Contents 6 Globalization and e-busi
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Contents 11.6 The increasing power
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Computer Weekly Professional Series
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Authors’ Preface There are dozens
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Authors’ Preface model will there
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Authors’ Preface alliances, bette
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1 e-business and the virtual organi
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e-business and the virtual organiza
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Figure 1.2 e-business and the virtu
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1.5 e-business e-business and the v
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Figure 1.3 e-business and the virtu
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Figure 1.4 Virtual objects, Scholz
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Characteristics of the virtual orga
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Figure 2.1 Formation of business al
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� empowerment of staff; Character
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Page 50 and 51: Characteristics of the virtual orga
Page 52 and 53: e-business models for virtual organ
Page 62 and 63: 3.4 Models of efficient response e-
Page 64 and 65: Figure 3.4 Star alliance model e-bu
Page 66 and 67: Figure 3.6 Market alliance model Fi
Page 70 and 71: Figure 3.10 Virtual alliance framew
Page 72 and 73: Figure 3.11 Virtual organizational
Page 74 and 75: References e-business models for vi
Page 76 and 77: IS planning strategies for emerging
Page 80 and 81: Figure 4.1 The evolution of IS/IT p
Page 82 and 83: Figure 4.3 A framework for SISP (Wa
Page 86 and 87: Figure 4.4 Planning adopts a busine
Page 88 and 89: Figure 4.5 Interconnected ecologies
Page 90 and 91: Figure 4.6 The interrelationships b
Page 94 and 95: 4.8 Conclusion IS planning strategi
Page 96 and 97: References IS planning strategies f
Page 98 and 99: Moving from e-business to i-busines
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Page 134 and 135: Adoption and deployment of online i
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Page 140 and 141: Figure 6.2 VIM strategy Globalizati
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Globalization and e-business strate
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7 Developing knowledge-based strate
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Developing knowledge-based strategi
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8 Evaluating strategies for e-busin
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Figure 8.2 Fitness landscapes Evalu
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Evaluating strategies for e-busines
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Table 8.1 Information economics - v
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Customer view Whatisour image? Eval
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Table 8.6 Matrix for preparing to m
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9 Outsourcing, partnering and the v
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Outsourcing, partnering and the vir
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Figure 9.2 Outsourcing, partnering
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9.9 Summary Outsourcing, partnering
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References Outsourcing, partnering
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e-business strategies in the virtua
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10.10 Summary e-business strategies
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11 Creating virtual cultures for gl
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Creating virtual cultures for globa
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Four stages of market evolution Mar
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Figure 11.4 The four paths of evolu
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References Creating virtual culture
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Advanced knowledge, see Knowledge A
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[8] 2002 e-business-strategies-for-virtual-organizations

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