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

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Developing knowledge-based strategies for a virtual organization development. An innovative approach to customer interaction would have to be supported by a knowledge management system which fully leveraged community expertise. An asset sourcing strategy focused on efficient sourcing of components could be supported by a knowledge management strategy that maximized the individual supplier experience and was directed to tying in that company as a joint partnership. Reaching the third levels in all vectors would reflect a fully integrated virtual organization with an ‘information rich’ product and the highest degree of use of ICT. If we view this as the virtual culture of the organization then this needs to be articulated through the strategic positioning of the organization and its structural alliances as introduced in Chapter 3. It also needs to be supported by the knowledge management processes and the ICT. These relationships are depicted in a dynamic virtual organization change model as shown in Figure 7.3. 7.10 Virtual change management Figure 7.3 Virtual organizational change model (Burn and Barnett 2000) As previously discussed, the virtual organization has three choices for strategic direction, exploiter, explorer and innovator and these represent the entrepreneurial domain. The engineering and administrative domains are change factors that need to be integrated into the overall strategy and maintained in 161
e-Business Strategies for Virtual Organizations alignment. The degree to which virtual organizing can be applied in the organization will relate to the extent to which the change management factors are in alignment. When these are not aligned then the organization will find itself dysfunctional in its exploitation of the virtual marketspace and so be unable to derive the maximum value benefits from its strategic position. Figure 7.3 revisits the VOCM introduced in Chapter 3 and integrates the e-business strategies – exploiter, explorer and innovator – into a knowledge management framework for change management. This can be used by the organization to identify those factors where their greatest focus is required: � the exploiter strategy will focus on maximizing the effectiveness of business processes along the value chain through ITC; � the explorer strategy will extend market reach by strengthening structural alliances and interorganizational partnerships along the supply/demand chain; and � the innovator will be attempting to integrate all these processes into a virtual value chain and to move into new virtual markets. 7.11 Strategies for transition 162 It is all very well to say that a firm must look for ways to change, but such advice is of little consequence unless we can provide a more practical set of guidelines that can be followed. This is not to say that there is any single set of guidelines that can be applied to all circumstances. If there were, then nobody would need to study management or seek effective means of implementing management information systems – we could all buy the same set of rules and sit down to apply them. Recent accepted management thinking suggests that nine useful and identifiable challenges sum up the difficulties that must be addressed by any established firm looking to take advantage of adopting a virtual business model. In so far as we can formulate a set of rules of guidance, then, you can take these as starting points and see how far you can get by applying them: 1 Shifting value drivers – identify what new or emerging factors are influencing how the value of your product or process is judged by the market. 2 Designing the new business model: first you must be aware of your existing business model, then you must look to see
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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 130 and 131: Globalization and e-business strate
Page 134 and 135: Adoption and deployment of online i
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
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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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