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

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Authors’ Preface model will therefore be that which spells out how the organization positions itself within the value chain in order to make financial return. For this reason we introduce variations of virtual organizations early on so that readers may select appropriate forms for their economic sector or enterprise, and work through later chapters with this in mind. Selecting the structural and strategic forms of business model will effectively set the strategic agenda for the virtual organization and define the relationships, roles, business processes and partnerships which should be exploited. Business models will be reintroduced throughout the text to extend and expand on the early exposition. We go further, in Chapter 4, to look at the implications of interconnectedness and decreasing communications costs. In particular, we focus here on approaches to strategy formulation for virtual organizations or strategic business networks, commenting on the need for some changes in emphasis in strategy formulation, given the realities of contemporary business environment. In this context we introduce the new term, if not entirely new construct, of ‘coopetition’ to describe the information and resource – sharing strategies that are replacing naked aggression and competition in many business contexts. At this stage, in Chapter 5, we have sufficient background and common terminology to examine in depth the first three underlying and major constructs that make sense of an electronic business community: � internetworked markets; � the Internet enabled supply chain; and � interorganizational systems. These concepts are complemented, in Chapters 7, 8, and 9 by the following related terms: � integrated organizational systems; � intelligent knowledge-based systems; and � information-based business architecture. But at this stage, we digress from overarching issues to integrate another stream of concern, namely that of smaller businesses and what’s in e-business and globalization for them. There is much concern, in economies around the world, that globalization, alliance formation and e-business online exchanges will threaten small or locally based organizations. From a small French farmer to an Indonesian pepper merchant, legitimate xv
Authors’ Preface xvi concern is expressed at the potential for e-business to homogenize the world and drive out opportunities for small entrepreneurs and family businesses. Chapter 6 specifically addresses the issue of what the new economy means for the small or medium-sized enterprise. In this chapter we suggest and explain how the availability of the Internet and web technologies provides unique advantages for SMEs to build effective global infrastructures in at least three ways: � internet-based infrastructures are relatively cheap – requiring significantly reduced capital investments over proprietary ones; � they provide an ever converging and rich environment for effective business networking and interorganizational process management; and � they provide SMEs with access to a huge mass of consumers through e-business. This means that e-business is an extremely attractive option for most SMEs, although they come bundled with admitted threats. The challenges these opportunities and threats present are not helped by the general lack of clearly defined frameworks for analysis of the entire process of strategy building, implementation and management with respect to this emerging global information economy. This chapter attempts to address the problem by providing a holistic framework for the study and design of global information infrastructure within the organizational context of SMEs. With such analytical tools and specific e-business strategies SMEs could and should capitalize on the opportunities offered in the electronic marketplace. The framework is supported by a number of international case studies. We strike a more esoteric note in the following chapter, as we consider the role of knowledge as capital and the value of knowledge assets to the organization. Strategies for knowledge management are reviewed and linked with strategies for change. This approach introduces 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. By Chapter 8 we are in a position to appreciate that an organization that is responsive to change and capitalizes on new
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Page 8 and 9: Contents 6 Globalization and e-busi
Page 10 and 11: Contents 11.6 The increasing power
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Figure 3.6 Market alliance model Fi
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e-business models for virtual organ
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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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Globalization and e-business strate
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Adoption and deployment of online i
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Table 6.1 Online business models On
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Figure 6.2 VIM strategy Globalizati
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7 Developing knowledge-based strate
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Developing knowledge-based strategi
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8 Evaluating strategies for e-busin
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Figure 8.2 Fitness landscapes Evalu
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Evaluating strategies for e-busines
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Table 8.1 Information economics - v
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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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