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

e-Business Strategies for Virtual Organizations
6.12 Summary
132
� evaluate proposals;
� assess self and consultant compatibility;
� select a firm;
� negotiate the contract (including deliverables, cut-off dates,
penalties);
� announce the selection;
� continue review and refinement of mutual and individual
responsibilities;
� continue monitoring and control of progress; and
� post-engagement evaluation of the service.
This chapter has outlined a framework for analysing an online
SME based on the concepts of virtual organization and global
information technology management. The S-M-A-L-L framework
describes five dimensions of the business that may be
transformed with the strategic application of information
technology. These are the size of resources, market coverage,
activities and processes, linkages and locational scope. Effective
extension of the SME’s environment along these dimensions
should increase its access to resources and opportunities and
enhance its ability to compete in the global market. The
transforming factors are the firm’s chosen business model, the
technological infrastructure and the virtual infrastructure management
strategy. Also corporate vision of the future, top
management commitment, nature of business, and level of
adoption of expertise with IT are relevant to the virtual
infrastructure management approach to the global strategy of
online SMEs. Once the small business has performed an
extensive review of its current and extended global environment
it can then develop a strategy for website development and
engage a consultant where necessary for effective implementation.
Following the stages suggested for consultant engagement
does not guarantee success but will at least provide a structure
enabling the SME to negotiate more effectively and a contract
with specified deliverables. It has been our experience that even
with this, however, the SME is still easy prey for the consultancy
market.