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

Developing knowledge-based strategies for a virtual organization
whether it is and will be an appropriate response to changing
circumstances.
3 Governing beyond outsourcing – how far can you influence
and control activities and attitudes of those on whom you
depend for related business activity, but do not control by
contractual relations.
4 Interacting with customers for knowledge leverage – if you
assume that your customers know the most about what,
when, why and for how much they are willing to buy or use
your product, you should look to ask them for answers and
seek to interpret their behaviour. This policy is at odds with
the idea of first deciding what you can make or do and then
looking for ways to persuade others to pay for your
creations.
5 Navigating across multiple communities – you must seek to
extend your relations with all players in the business and
consumer arena to play an active part throughout to your
advantage.
6 Deploying an integrated IT platform – you can no longer have
systems that do not integrate with each other or those systems
of your clients, partners, and all other interested parties.
7 Allocating resources under increased uncertainty – managing
with the expectation of change yields different strategies than
managing under the assumption that next week will resemble
last week.
8 Designing an organization for knowledge leverage – the
capture, collation, collection and spread of knowledge and
information must be a priority when designing your ICT and
social systems.
9 Assessing performance along multiple dimensions – you
cannot expect all returns on your investment or efforts to be
measured along a single scale (ROI, for example) as you
cannot measure all important events and outcomes.
The majority of these challenges have been addressed in the
framework for perpetual strategies for knowledge management.
However, it is worth highlighting issues 3 and 9 from the above
list. These are both critical areas of current concern for
practitioners and researchers.
Companies are looking to get rid of some internal functions, in
particular the management and technology of the IT/IS departments
at an unprecedented rate at a time when technology and
its effective management has never been more critical to
business success. There are many reasons for this, not all of them
bad. These include:
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