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

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7 Developing knowledge-based strategies for a virtual organization 7.1 Introduction The Art of War: ‘Know your enemy and know yourself, one can go through one hundred battles without danger. Know not the other, yet know yourself, the chance of victory is only half.’ (Sun Zi) This chapter examines strategies for managing knowledge and how these can be used to make the transition through e-business to a virtual organization. In particular this chapter considers the role of knowledge as capital and the value of knowledge assets to the organization and the online community. Strategies for knowledge management are reviewed and linked with strategies for change. Being virtual is a strategic characteristic applicable to every organization, and virtual organizing is a specific approach to allow for the leveraging of business competencies and expertise for business competitiveness. This approach covers virtual encounters, virtual sourcing, and virtual expertise and knowledge. Finally the issues or actual execution of strategies are considered and suggestions are made for the development of an action framework. 7.2 Developing knowledge-based strategies for a virtual organization In the e-business of today, knowledge is the most strategically important resource and learning the most strategically important capability. However, initiatives being undertaken to develop and exploit organizational knowledge are of little value if they are not explicitly linked to the overall business strategy. In turn, the strategic process must reflect the continual learning capabilities of the organization. The solution is to develop a
e-Business Strategies for Virtual Organizations perpetual strategy process that will embed knowledge and competitive intelligence into a continual monitoring of the external and internal environment and allow managed change and continual reengineering of the organization in line with shifting demands. This strategy needs to be resource-based: emphasizing distinctive, firm-specific and hard-to-copy assets, skills and knowledge. These are generally referred to as core competencies or distinctive capabilities that confer competitive advantage on the business. Strategic management or management of strategic innovation is the planned use of such organizational skills and knowledge. These strategies, however, are not so easily implemented in an online or virtual community where concepts such as assets, skills and knowledge may not be the sole property of a single company: they may derive from the overall combination of multiple organizations networked in the virtual chain. It is nevertheless vital – as organizations become more virtual – that experience, information and expertise are coherently managed and used to support future e-business initiatives and enhanced virtual alliances. With the increasing amount and value of information needed by every firm, the task of transforming this into a body of knowledge available as and when needed is becoming a paramount necessity for survival. In this chapter we shall be looking at the knowledge difference in terms of the concepts of knowledge management and the benefits that an organization gets from it. We then consider suggested approaches to knowledge-based strategy development. Using a virtual organizing framework, the strategies for implementing knowledge-based management are reviewed and considered in relation to the likely problems that will arise. Finally, we look at whether and how we can find new ways to measure successful performance in a world of commerce that is playing by new rules. 7.3 Knowledge management – what it is and what it isn’t 144 Knowledge management is a fashionable term today in business circles. Look at the website http://brint.com and see a sample of the hundreds of papers generated in the past few years. Then try a search for the term ‘knowledge management’ in a couple of search engines – the amount of information generated about
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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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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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