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

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Developing knowledge-based strategies for a virtual organization Table 7.1 The computability of knowledge management Ease of computing Codification – is the knowledge HIGH Easily captured: Figures or formulae? Standardized? Easy to automate? MEDIUM Describable? Words or diagrams? Document based? LOW Hard to articulate? Easier to show than tell? Abstraction – is the knowledge Generally applicable? Fact or scientifically based? Applicable to few? Need adaptation to contexts? Limited to single sector? In need of extensive contextual adaptation? 7.5.3 Knowledge computability Diffusion – is the knowledge Readily available? Available to few? Highly restricted availability? This can be regarded as the computing factor – the gathering, storage, dissemination and maintenance of content to the community. However, the higher the ease of computing, the less valuable knowledge generally is since it is generally accessible to all. This represents the paradox of knowledge value. Note that consultancy firms make a living by advising firms on knowledge management to commonly adopt two different approaches. The first may be described as the codification or ‘reuse’ approach where a conscious effort is made to restructure processes and communications so that knowledge is stored for universal access. The second, recognizing the difficulty of extracting and formulating knowledge exactly in a commonly intelligible and accessible form, adopts the ‘personalization’ method in which knowledge remains tied to the creator. Sharing of knowledge, in this model, relies on striving to improve and form person-to-person contacts. This latter way of going about things is appealing to generators and creators of knowledge who may consider themselves the possessors of this asset. This is appealing in cultures in which self-esteem is enhanced by being viewed as ‘the person to ask’, and in which there is time to be available and freely share knowledge on demand. 151
e-Business Strategies for Virtual Organizations These two strategies for sharing knowledge can be incompatible, and trying to pursue an approach toward which a culture is not inherently sympathetic can lead to quite unintended and unfortunate consequences. These three factors – content, community and computing – are all interrelated but are also in a state of tension with each other. Achieving a balance between them is the main focus of any knowledge management strategy. 7.6 Strategies for managing knowledge 152 Competitive strategy must drive knowledge management strategy but categorizing what an organization knows and should know about its industry or competitive position is not easy. If it were easy then competitive advantage would be unsustainable. Many programmes start by focusing on the thrust of better sharing of existing knowledge, e.g. sharing best practices, but it is the creation and conversion of new knowledge through the processes of innovation that gives the best long-term pay-off. 7.6.1 Strategic thrusts As a first step the organization needs to determine the value of knowledge to its business. In other words it must align its knowledge resources and capabilities to the intellectual resources of its strategy. This should be measured against two dimensions and related to knowledge aggressiveness. The first dimension addresses the extent to which an organization is primarily a creator or user of knowledge and the second addresses whether the primary sources of knowledge are internal or external. These together will provide the strategic framework in which knowledge management strategy needs to be developed. The first dimension seeks to measure and report on the extent to which an organization is primarily a creator or user of knowledge. The second dimension seeks to determine where it gets the knowledge it uses – does it look for and find this resource outside the organization or does it generate it from within? These two dimensions combine to provide the strategic framework in which knowledge management strategy needs to be developed. Internal knowledge is obviously especially valuable (as we know from insider knowledge of companies and the effect this
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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 120 and 121: Moving from e-business to i-busines
Page 130 and 131: Globalization and e-business strate
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Page 136 and 137: Table 6.1 Online business models On
Page 140 and 141: Figure 6.2 VIM strategy Globalizati
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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
Page 218 and 219: 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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