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

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Developing knowledge-based strategies for a virtual organization 7.12 Summary The virtual organization is recognized as a dynamic form of interorganizational systems and hence one where traditional hierarchical forms of management and control may not apply. Little, however, has been written about the new forms which management and control might take other than to espouse a ‘knowledge management’ approach. We are entitled to ask – managing knowledge about what? In an organization where change is the only constant, then there has to be a system that can capture the organizational core competencies and leverage these to provide strategic advantage. This may be a competitive advantage or a strategic advantage in collaboration with the competition. Knowledge has become the major asset of the organization. Consequently its recording, communication and management deserve attention. Without the ability to identify who has the key information, who the experts are, and who needs to be consulted, management decisions are unlikely to be as good as they could be even if they are not completely wrong. Both the importance and the difficulty of the issue are magnified by the changing nature of the firm itself. We see on every hand that change – most frequently incorporating aspects of virtuality – is occurring daily in every industry. We see the move in every industry toward larger companies and organizations, decentralization and dispersion, empowerment and continual change. In the resulting complex interdependent organizations, the synergy of knowledge might be the principal benefit of this interdependence and so the issue is magnified further. More conscious efforts and explicit procedures are needed in dispersed organizations. Skills may not be available where they are wanted, data might not be shared or they might be used inefficiently or wrongly. New skills need to be developed quickly and employees will have to take personal responsibility for their own knowledge development. This implies that the virtual organization will need a number of managers with converging expertise in the areas identified within the virtual organizing change management model (Figure 7.4). There may no longer be a separate ICT or knowledge management function. Indeed there may no longer be any management function that does not explicitly demand expertise in these areas. The implications for you, as IS professionals, are quite frightening. Whole areas of new skills need to be acquired and these 165
e-Business Strategies for Virtual Organizations References 166 skills are themselves constantly in a process of development, demanding continual updates. We are still struggling with the information age as we are being thrust into the knowledge age but we haven’t yet developed the intermediation services to support this. Opportunities abound for skilled IS professionals at every level of the organization, but these professionals must be supported by an ongoing education programme at the heart of every organization. The virtual organization that succeeds will be the learning organization where people are regarded as their greatest core asset. Burn, J.M. and Barnett, M.L. (2000) Emerging Virtual Models for Global E-commerce – world wide retailing in the e-grocery business. Special issue on Global E-commerce, Special Millennium Issue of Journal of Global Information Technology Management, Vol. 3, No. 1, 18–32. Skyrme and Amidon, (1997) ‘The Knowledge Agenda’, Journal of Knowledge Management, Vol. 1 (1) 27. Skyrme and Associates (http://www.skyrme.com.km.html) Venkatraman, N. and Henderson, J. (1998) Real Strategies for Virtual Organizing, Sloan Management Review, Vol. 40, Fall, 37–48. Zack, M.H. (1999) Developing a Knowledge Strategy, California Management Review, Berkeley, Spring.
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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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Globalization and e-business strate
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Globalization and e-business strate
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Page 188 and 189: Figure 8.2 Fitness landscapes Evalu
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Page 194 and 195: Customer view Whatisour image? Eval
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Page 208 and 209: Outsourcing, partnering and the vir
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Page 220 and 221: 9.9 Summary Outsourcing, partnering
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Page 224 and 225: e-business strategies in the virtua
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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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