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

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Globalization and e-business strategies for SMEs 3 What do you think about the legality of the operations of DeBLOCKKA, especially in relation to partners maintaining other employment? Do you see this as becoming a dominant approach to work among professionals that may be facilitated by the Internet? B. Skill base 1 Identify the relevant skills in the company and discuss how these may prove useful for achieving the core objectives as well as support its business infrastructure management. 2 With respect to the knowledge intensity and extensive collaborative effort involved in the core business activities, suggest examples of enterprise-wide solutions for managing work in the organization. C. Choice of virtual markets and e-business models 1 Analyse the virtual market and identify an appropriate market model for the company. 2 What would you recommend as the e-business model to start with and also discuss possible migration along the broad classes of online business models? D. Contribution of Internet and management of business infrastructure 1 Discuss the main advantages presented by the Internet to the company’s global strategy. 2 With reference to the NIAS project, list and explain the nature of intra- and interfirm relationships and how each may be enabled by the companies Internet infrastructure. 3 Based on your own experience and also from assessment of websites of other e-business companies, present at least two different practical scenarios of development of DeBLOCKKA’s business infrastructure using mainly available Internet technologies and e-commerce solutions. You will need to note the company’s organizational structure and working arrangements and its need to link up with many others in sharing resources (mainly soft), business opportunities, collaborative effort. 4 Note: It would be useful to develop a taxonomy of ‘infrastructure component’/‘business environment impact’ for each scenario of Internet infrastructure deployment that you propose. 141
e-Business Strategies for Virtual Organizations References 142 E. Alignment of business value chain with infrastructure management strategy 1 Discuss the options for optimizing the alignment of e-business strategy with the infrastructure management strategy. 2 Apply a business value chain analysis or supply chain management analsyis approach to strategic planning for future e-business. Cragg, P.B. (1998) Clarifying Internet strategy in small firms. Paper presented at the Proceedings of the 9th Australian Conference on Information Systems, NSW. Evamy, M. (1999) Web clients pursue design strategies, Marketing 1 July, 1999, 38–41. Henderson, J.C. and Venkatraman, N. (1993) Strategic Alignment: Leveraging Information Technology for Transforming Organisations, IBM Systems Journal, 32(1), 4–16. McCollum, T. (1999, June 1999) Tailored solutions for growing firms, Nation’s Business, 87, 42–44. OECD (2000) Realising the Potential of Electronic Commerce for SMEs in the Global Economy, Bologna, Italy. OECD (1998) A Borderless World – Realising the Potential of Global Electronic Commerce, Ottawa, Canada 7–9 October, Organization for Economic Co-operation and Development – http://www.oecd.org//subject/ecommerce/index.htm Tetteh, E. and Burn, J.M. (2001) Global strategies for SMe-Business: applying the S-M-A-L-L framework, Journal of Logistics and Information Management, Vol. 1. 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 Venkatraman, N. (1994) IT-Enabled Business Transformation: from Automation to Business Scope Redefinition, Sloan Management Review, Winter. Venkatraman, N. and Henderson, J.C. (1998) Real Strategies for Virtual Organising, Sloan Management Review, 4, 33–48.
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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 188 and 189: Figure 8.2 Fitness landscapes Evalu
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Page 194 and 195: Customer view Whatisour image? Eval
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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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