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

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Moving from e-business to i-business strategies in virtual markets Ticoll, D., Lowry, A. and Kalakota, R. (1998) Joined at the Bit, in: Don Tapscott, Alex Lowy and David Ticoll (eds) Blueprint to the Digital Economy Creating Wealth in the Era of E-business, McGraw-Hill. Younger, R. (1999) Supply Chain Challenges for Electronic Shopping, FT Business. 109
6 Globalization and e-business strategies for SMEs 6.1 Introduction Utopia: ‘The ideal state is small and the inhabitants few’ (Lao Zi) SMEs (sometimes referred to in this chapter as small firms) are defined in this chapter as firms with fewer than 500 employees. In the literature, SMEs are variously classified based on a wide range of criteria including number of employees, sales turnover, size of capital assets, etc. The most popular criterion is the number of employees (NOE) on a company’s payroll. Most national accounting systems would define SMEs as those with NOE within the range of 1–500. These may be further subclassified as micro with NOE < 5; small-sized 5 � NOE < 20; and medium-sized 20 � NOE < 500. The sub-classification may be further modified on the basis of industry sector. For example, in the manufacturing sector the NOE of a small-size firm may be in the order of 200 as compared with about 20 for a similar category in the services sector. The SME sector is generally recognized as a window of opportunity for rejuvenating mature industries, creating new and innovative markets, and achieving rapid economic growth through employment generation and wealth creation in all economies. The availability of the Internet and web technologies provides unique advantages for SMEs to build effective global infrastructures in at least three ways: � Internet-based infrastructures are relatively cheap; requiring significantly reduced capital investments over proprietary ones.
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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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e-business models for virtual organ
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3.4 Models of efficient response e-
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Figure 3.4 Star alliance model e-bu
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Figure 3.6 Market alliance model Fi
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Figure 3.10 Virtual alliance framew
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Figure 3.11 Virtual organizational
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References e-business models for vi
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IS planning strategies for emerging
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Page 82 and 83: Figure 4.3 A framework for SISP (Wa
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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
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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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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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