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

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Developing knowledge-based strategies for a virtual organization This perpetual strategy process can be described as creative abrasion – it means a constant wearing away of the way things have been and are being done. This is necessary to prevent harmful build-up of procedures that have outlived their usefulness. A process such as this is an essential part of the development of an effective competitive intelligence system. Such development is essential to create and sustain the virtual links and processes that can change a company into the optimal form for the time and allow it to feel comfortable with an environment of dynamic change in the virtual marketplace. Critical to the success of a knowledge management strategy is effective knowledge leadership generating a knowledge sharing culture, supported by systematic processes including clear measurement of business benefits and success. 7.9 Knowledge management in the virtual organization Developing a strategy for knowledge management involves every aspect of an organization’s design and may well require the development of a very different knowledge-based business model for the virtual organization. Venkatraman and Henderson (1998) have defined a business model for the knowledge Figure 7.2 Knowledge through virtual organizing in an ERP organization 159
e-Business Strategies for Virtual Organizations 160 economy that promotes harmony over three vectors – customer/market interaction, asset sourcing and knowledge leverage supported by a strong ITC platform. They see this as the virtual organizing model for the 21st century and as such a strategy in itself. Figure 7.2 gives a view of an organization using an enterprise resource planning (ERP) system such as SAP, as an integrated system to enable knowledge management across the three vectors of the organization. Virtual encounters (customer interaction) refers to the extent to which you virtually interact with the market defined at three levels of greater virtual progression: � Remote product/service experience. � Product/service customization. � Shaping customer solutions. Virtual sourcing (asset sourcing) refers to competency leveraging from: � Efficient sourcing of standard components. � Efficient asset leverage in the business network. � Creating new competencies through alliances. Virtual work (knowledge leverage) refers to: � Maximizing individual experience. � Harnessing organizational expertise. � Leveraging of community expertise. Virtual organizing is a strategic approach that is singularly focused on creating, nurturing and deploying key intellectual and knowledge assets in a complex network of relationships. No one vector adequately captures the potential opportunities of virtual organizing: their interdependence creates the new business model. ITC is at the centre, integrating these three vectors (normally quite discrete functions in a traditional organization), and through an interoperable IT platform ensures internal consistencies in the profile of virtualness relevant to competitors and referent companies in the marketplace. Certainly the knowledge leverage has to integrate directly with the customer interaction in a virtual organization and with the asset sourcing. However, it may be that a virtual organization chooses to adopt an innovator strategy in one and an exploiter strategy in another such that the knowledge management while still integrated and aligned will reflect different stages of vector
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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 128 and 129: Moving from e-business to i-busines
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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 188 and 189: Figure 8.2 Fitness landscapes Evalu
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Page 192 and 193: Table 8.1 Information economics - v
Page 194 and 195: Customer view Whatisour image? Eval
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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
Page 222 and 223: 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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