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

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Developing knowledge-based strategies for a virtual organization The term core knowledge refers to the minimum required just to play the game and is commonly held by members of an industry. Advanced knowledge enables a firm to be competitively viable while innovative knowledge is that which allows an organization to move away from the pack and significantly differentiate itself from its competitors and even change the rules of the game. Since knowledge is dynamic, what is innovative today may well be the core for tomorrow. Competitive and strategic advantage is notoriously difficult to sustain, and this holds as true for knowledge-related issues as it does for purely technical advances such as improved engine design or the use of automated teller machines as a part of branch banking. At the operational level within the organization, knowledge needs to be defined and understood within the contexts of content, community and computing technologies. 7.5.1 Knowledge content Content can be described and classified in a variety of ways: � tacit, explicit and meta; � procedural, declarative, causal, conditional and relational; � know-how/what/why/that/what was; and � symbolic, embodied, embrained, and encultured. Many definitions are given for these with frequent disagreements over terminology but for our purposes, explicit, procedural, know-what and know-how are readily identifiable and can be expressed in a recognizable range of forms. We can capture, share and apply this knowledge. Tacit knowledge often takes the form of a mental model and can be a mix of facts and perceptions typically answering the why/that issue. This is frequently encountered in the attitude expressed as ‘We do that because we have always done it that way, and it works.’ Tacit knowledge is often very hard to formalize and communicate to others and also may be an unacceptable answer to the ‘Why?’ question. But nevertheless this is a common attitude toward the existing and perceived knowledge within a certain community. 7.5.2 Community knowledge We live and work at the intersection of several communities and take these for granted – we may identify with a family group, a 149
e-Business Strategies for Virtual Organizations 150 church group, an alumni group, a Rotary Club group and so on. In everyday living, we take these different community groups and their different perceptions and expectations for granted, and we change our activities and behaviour accordingly – often without realizing it. But in a business context it makes sense to pay particular attention to these communities, their rules, and shared assumptions and knowledge. Community is largely about collaboration and, in the context of our interests as system managers, will generally but not necessarily centre on a common business interest. Community knowledge comes inextricably bound up with culture, which is a specific shared knowledge area in which the movement and transformation of knowledge occurs. In our discussions, the term ‘culture’ has a broad meaning. We use this term, not merely in the narrow sense that we talk of as national cultures, Asian or Western culture, but to refer to the shared values, perceptions and concepts within any group. These shared values, beliefs and ways of evaluating the worth of activities and so on are extremely important for understanding what can be done within an organization or community. In this sense we refer to a company’s culture, a government culture, a youth culture and so on. It is becoming increasingly recognized that it is useful to be aware of and regard culture as a knowledge asset within the information space. We, as managers, must recognize the place and value of technological and organizational systems as extensions of culture. This community knowledge is place and time dependent, socially constructed and defined in terms of what is understood as useful and supportive within that context. Organizational tensions and paradoxes will arise from collisions of cultures as different communities interpret ‘knowledge’ in different contexts and at different rates of learning. Cycles of social learning take place and it is this process of ‘knowing’ that is of greatest importance to the organization rather than a static abstract snapshot of knowledge. Three particularly important characteristics of community knowledge as opposed to personal knowledge are: 1 The degree to which it can be codified and so move from tacit to explicit. 2 The degree to which it can be generalized or abstracted. 3 The degree to which it can be shared or diffused throughout and beyond the organization.
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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 118 and 119: Moving from e-business to i-busines
Page 130 and 131: Globalization and e-business strate
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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
Page 190 and 191: Evaluating strategies for e-busines
Page 192 and 193: Table 8.1 Information economics - v
Page 194 and 195: Customer view Whatisour image? Eval
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Page 206 and 207: 9 Outsourcing, partnering and the v
Page 208 and 209: 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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