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

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Globalization and e-business strategies for SMEs the exploitation of skills in information and communications technology. The company is the realization of that dream after a number of years working for a computer systems reseller and later national technology policy institute, both in Durban. An important factor in the development of the company from a ‘network of collaborating professionals’ to an active profitorientated online company is, as Blocks puts it, the capacity to ‘learn-by-doing on the Internet’. The Internet, according to CEO Blocks, ‘provides a global environment with huge resources and opportunities for the information capable and visionary players’. Also, most of the members including the CEO have had extensive exposure to state-of-the-art applications of IT during their continuing education in western countries. For example, the Vice President, Kennett Musenge, worked with the national electricity company in Durban as systems planning officer and maintains an active interest in computer technology systems both at work and privately. Organizational structure and work arrangement DiBLOCKKA wants to remain a small firm comprising knowledge workers who enjoy significant autonomy in terms of work style, time–space management and culture. Currently, there are 12 staff members including 11 professional partners and one logistic management officer in charge of supply of materials needed on project-by-project basis. The company’s Durban office has four staff members, including the CEO and the logistics management officer. The firm maintains a flexible management environment where partners enjoy near equal authority. Members who are located in different international cities agree to meet in project teams (either physically or electronically) to discuss issues and share notes on progress in current projects. Each of the partners has extensive experience in varied professions, for example a director in a public policy organization in Europe, a systems manager in a national electricity company in Africa, a university professor in information systems in Singapore and a computer systems engineer in the United States of America. Work is organized as task-orientated projects around teams made up of organizational members and other partners and collaborators in other companies. For example, one of the current projects is the development of a national infrastructure assessment and strategy (NIAS) for an East Asian country. The 137
e-Business Strategies for Virtual Organizations 138 project involves three staff members of DeBLOCKKA located in the Asian region. The NIAS project team also involves external partners including two technology policy workers from the client country, a local telecommunications expert and a World Bank economics expert on Asia also based in that country. Business infrastructure The common denominator of the organization’s global business orientation is its application of network computer and communications technologies with all members possessing advanced user skills. The company runs virtually on the globally dispersed network of personal computers used by organizational members who live and work across the globe. The core infrastructure components, comprising the company’s two Internet server computer and workstation resources (including printers, scanners, fax machine and photocopiers), are located in the company’s office in Durban. At present the company has installed an electronic business system over an Internet website. The website features a rich presentation of content on product offerings as well as business tools for online ordering of the company’s publications. The online ordering system employs data encryption and digital signature protocols based on the Secure Electronic Transaction (SET®) standard. In the near future it hopes to run its site as the common interface for all interactions with its stakeholder community (employees, external partners, clients, suppliers, etc.). In that connection the company is planning to install facilities to support collaborative work among its employees and external partners. Business activities The core business activities of the company are knowledge intensive. They include information search and management, research, group discussions, analysis of data, synthesis of ideas, development of policies, strategies as well as preparation of reports and other publications. The use of networked information and communications systems largely on the Internet platform enable collaborative effort such as group discussions, information sharing, collaborative authoring of publications, remote participation in project management activities, and relationship management among external business partners and individuals.
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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 134 and 135: Adoption and deployment of online i
Page 136 and 137: Table 6.1 Online business models On
Page 140 and 141: Figure 6.2 VIM strategy Globalizati
Page 162 and 163: 7 Developing knowledge-based strate
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Page 186 and 187: 8 Evaluating strategies for e-busin
Page 188 and 189: Figure 8.2 Fitness landscapes Evalu
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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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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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