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

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Developing knowledge-based strategies for a virtual organization Figure 7.1 Framework for knowledge strategy (adapted from Zack 1999) has on share trading). Internal knowledge always arises when a firm knows its business – and the fewer competitors it has in its area, the more rare and hence valuable is its knowledge of how its business works and so on. This must certainly be given a priority of use – to ignore it is to discard assets that, although valuable, have cost relatively little to acquire as they develop or evolve in the normal course of business. In today’s competitive markets, however, most positions of market dominance attract intense attention and competition, so this is not a common occurrence. Where firms collaborate closely, or virtual organizations form to bind ‘several as one’ for advantage, exploitation of external knowledge can take place through the value chain network to create knowledge advantage within the group situation. This can be further extended along the supply chain to capture knowledge from environments. These typically might include potential and actual customers who, to a greater or lesser extent, do or can be persuaded to share information and knowledge for mutual benefit. Commonly used ways of achieving this are becoming ever more common and include user groups, joint ventures, beta-testing, websites, electronic mail, toll-free numbers, customer care centres, customer advisory boards, conferences and even social gatherings. Combining the knowledge exploitation versus exploration orientation of the organization with its internally versus externally acquired orientation towards knowledge strategy gives a framework for the knowledge-based virtual organization as shown in Figure 7.1. Exploration and exploitation typically occur in different parts of the organization and are often separated temporally (by time) and culturally as well as organizationally. Balancing these requires a knowledge culture, transfer and integration capability Unbounded External Internal Conservative Aggressive Exploiter Explorer Innovator Virtual network Traditional organization 153
e-Business Strategies for Virtual Organizations that is itself strategic and subject to constant re-evaluation. The choice of exploitation, exploration or innovation reflects the overall competitive business strategy of the organization. Strategic positioning within this framework reflects the knowledge management strategy in alignment with the business strategy. These two together can radically change the organization and the way it is positioned within the marketplace. 7.6.2 Strategic Levers The successful virtual organization will be the one that works out a series of procedures for getting or capturing the most value from its strategic inter-organizational alliances. In this way, it moves beyond the boundaries of its own organizational form as a source and container of knowledge and moves towards the model of unbounded innovators. This aggressive strategy has been shown to outperform more conservative ones in knowledge intensive industries. In any one organization, however, it is likely that value will be leveraged by concentrating on just a few of the strategic levers for knowledge management such as: � Customer knowledge – the most vital in most organizations. � Knowledge in processes – applying the best know-how while performing core tasks. � Knowledge in products (and services) – smarter solutions, customized to users’ needs. � Knowledge in people – nurturing and harnessing brainpower, the most precious asset. � Organizational memory – drawing on lessons from the past or elsewhere in the organization. � Knowledge in relationships – deep personal knowledge that underpins successful collaboration. � Knowledge assets – measuring and managing intellectual capital. 7.7 Creating knowledge strategies 154 There are ten vital issues that must be considered if an organization wants to use the potential of the new dynamics of virtual markets: 1 Strategy – pursue strategies of change, not merely seeking to defend an established position: � Learn to think ‘outside the box’ by questioning constraining assumptions
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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 122 and 123: 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
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
Page 218 and 219: Figure 9.2 Outsourcing, partnering
Page 220 and 221: 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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