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

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Authors’ Preface alliances, better customer and supplier relationships and new markets, products and services needs to have a different strategic planning and management process in place which is associated with an effective value measurement system. We discuss these accordingly, noting where existing static value measurements based on financial returns do not reflect the holistic view of an enterprise moving towards virtual organization. Our next topic brought to the mix is that discussed for many years under the term ‘outsourcing’. We have established that, essentially, the virtual organization is an opportunistic grouping of collaborating organizations, each of which focuses on a set of core competencies or capabilities at which it excels. Traditionally the use of suppliers to provide essential processes is referred to in IS as outsourcing. A general but acceptable definition of this concept runs: outsourcing is a decision taken to contract out or make available the organization’s assets, activities and/or staff to a third party supplier. This third party, in return, provides and manages these assets (for payment) over a contracted term. This result may be a fluid network of firms changing according to circumstances and needs. Such a network of firms is likely to be created and sustained through the processes of outsourcing and partnering/alliance formation – a virtual organization is born. In this context we provide outside views to complement those of our own that are developed throughout. It will be helpful at this stage to look at these models or visions for the future, looking at the role of both outsourcing and partnering or alliances, and the close relationship of both these to virtual organizing and the virtual organizational form. Moving into a fairly complex area now, as many of the threads of this book are brought together, Chapter 10 considers the issues involved in integrating front-end and back-end processes, and specifically the role of enterprise resource planning (ERP) systems as back-end support aligning with customer relationship management (CRM) systems at the front-end. We look at the business value chain as it is affected by the new technologies; we at the consumer relationship in flux. And we examine the implications of changed communications for employee relationships. We address environmental change and organizational performance issues and the factors that empower xvii
Authors’ Preface xviii employees to support large-scale change. In particular we look at the motivational factors influencing employees to initiate change in the face of these new realities and the implications for management of both IT and non-IT employees in the learning organization. Finally we take a grander view, turning to the question of how and whether today’s business-centric, e-business organizational forms will evolve into customer-centric e-communities. In Chapter 11 we review cultural influences on organizations and information technology applications. This is expanded into the development of online communities where a shared culture of common practices is a key factor in effective development and maintenance. Finally, the whole issue of global expansion is placed under the spotlight and the implications for the future are examined. What will happen? The choice is yours, and to make a choice that reflects your needs, you must be informed. Thank you for allowing us to share our thoughts, we look forward to any responses you may have to this text. Janice M. Burn Peter Marshall Martin Barnett
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Page 6 and 7: Contents Computer Weekly Profession
Page 8 and 9: Contents 6 Globalization and e-busi
Page 10 and 11: Contents 11.6 The increasing power
Page 12 and 13: Computer Weekly Professional Series
Page 14 and 15: Authors’ Preface There are dozens
Page 16 and 17: Authors’ Preface model will there
Page 20 and 21: 1 e-business and the virtual organi
Page 22 and 23: e-business and the virtual organiza
Page 24 and 25: Figure 1.2 e-business and the virtu
Page 28 and 29: 1.5 e-business e-business and the v
Page 30 and 31: Figure 1.3 e-business and the virtu
Page 34 and 35: Figure 1.4 Virtual objects, Scholz
Page 36 and 37: Characteristics of the virtual orga
Page 38 and 39: Figure 2.1 Formation of business al
Page 42 and 43: � empowerment of staff; Character
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Page 62 and 63: 3.4 Models of efficient response e-
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e-business models for virtual organ
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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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Adoption and deployment of online i
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Table 6.1 Online business models On
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Figure 6.2 VIM strategy Globalizati
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7 Developing knowledge-based strate
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Developing knowledge-based strategi
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8 Evaluating strategies for e-busin
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Figure 8.2 Fitness landscapes Evalu
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Evaluating strategies for e-busines
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Table 8.1 Information economics - v
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Customer view Whatisour image? Eval
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Table 8.6 Matrix for preparing to m
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9 Outsourcing, partnering and the v
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Figure 9.2 Outsourcing, partnering
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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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