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

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Globalization and e-business strategies for SMEs 6 What would you advise as the minimum level of information management competence of any future employees of the company? 7 What strategic reasons might there be for joining or forming an alliance with other businesses? 8 How will these reasons change in the near future and in the long term? 9 What are the key lessons from the Harris Technology and Boots Online companies for the new enterprise? 135
e-Business Strategies for Virtual Organizations Appendix 2 DiBLOCKKA.com: Building a successful online business on the Internet Introduction 136 A Teaching Case on Online Business Infrastructure Management The authors gratefully acknowledge the assistance of Emmanuel Tetteh in preparing this case. Abstract This teaching case provides material for discussing the key aspects of strategic management of Internet infrastructure and e-business strategies in knowledge and business services organizations. The case focuses on a small firm with a global orientation, seeking to build and develop profitable operations through the exploitation of an Internetbased infrastructure to access extensive and cheap resources from diverse global sources. The basis of strategic management for such firms is an understanding and effective management of virtual values of the global electronic economy. The DiBLOCKKA Research Company Ltd is a young technology research organization established in mid-1996 in Durban, South Africa. DiBLOCKKA specializes in research consulting in technology innovation and management. With an annual revenue of US$2.5 million and total digital assets worth US$7 million for 1999, the company aims to become a global player in an exciting industry sector with others like Forrester Research Inc., Jupiter Communications Inc., and Nua Ltd. It, however, recognizes that the key to success lies in the exploitation of its knowledge assets and knowledge management competencies as well as innovative management of virtual values associated with an Internet-based business infrastructure. Particularly important is how the business manages its widely dispersed employees and business infrastructure spanning five continents. DiBLOCKKA Research is the brainchild of a young computer systems engineer, Dan Blocks, who holds degrees in Electrical Engineering and Business Administration with a major in Information Systems. Since graduating in 1989, the CEO has aspired to develop a career in research and consultancy through
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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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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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Figure 4.4 Planning adopts a busine
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Figure 4.5 Interconnected ecologies
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Figure 4.6 The interrelationships b
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4.8 Conclusion IS planning strategi
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References IS planning strategies f
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Moving from e-business to i-busines
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Page 140 and 141: Figure 6.2 VIM strategy Globalizati
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Page 192 and 193: Table 8.1 Information economics - v
Page 194 and 195: 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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