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

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Adoption and deployment of online infrastructure within a virtual/network business model VSP strategy Figure 6.1 Internet-enabled transformation of business scope Globalization and e-business strategies for SMEs Extended scope 5 dimensions of SME environment Increased access to global marketspace and to competitive business opportunities Chapter 3. For the online SME a useful perspective to adopt in managing its global orientation is the virtual strategic perspective (VSP) which emphasizes the management of values associated with the electronic market environment through the innovative use of its online infrastructure. The core elements of the strategy are: � Organizational system redefinition, which involves the choice of a business model to align the strategic objectives with its business activities as well as the electronic market environment. � Transformation of the scope of business of an SME. � Virtual infrastructure management. In the following sections brief descriptions of each of the elements are provided. 6.4 The virtual strategic perspective Virtual organizations are those which employ extensive networked information infrastructures to attract resources and 115
e-Business Strategies for Virtual Organizations manage a value chain which transcends organizational boundaries, geographical regions and time zones. Such firms deal in products which lend themselves to a virtual market, namely mass-customized goods and services produced and deliverable anywhere, anytime and in any variety. The concept of organizational virtuality is a characteristic of the firm’s entire environment. It defines the perception of globalness held by its stakeholders about the business scope with respect to its presence, processes, products and relationships. It is associated with features such as flexibility of operations, responsiveness to market changes, agility in the management of interfirm relations and other linkages within industry. The exploitation of these features through the strategic management of a global infrastructure platform can enhance the perception of an extended scope of business even though in reality the enterprise may be operating with a limited physical scope. In other words, the firm may be able to project itself and its products as being available at multiple locations and in varied time zones. Venkatraman and Henderson (1998) refer to the concept of managing a virtual enterprise as virtual organizing and we here apply the term VSP to this overall e-business strategy. 6.5 Choice of online business model 116 An online business model is a generic organizational format adapted to the electronic market environment and emphasizing the use of Internet-based information infrastructure to do business. While there exists a wide spectrum of online formats for e-businesses (as described in Chapter 3) those relevant to SMEs may be broadly categorized under three generic online business models (Table 6.1). Each category may have sub-classifications, which can only represent generalized descriptions with significant overlap. For example, portals and electronic malls may both be described as virtual communities since both represent a collection of a wide variety of services and service providers working as a community. The unique feature of virtual communities is that they provide a sense of a uniform marketspace to all players including manufacturer, service providers, suppliers, and customers.
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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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IS planning strategies for emerging
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Figure 4.1 The evolution of IS/IT p
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Figure 4.3 A framework for SISP (Wa
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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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