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

e-Business Strategies for Virtual Organizations
8.10 Summary: evaluating strategies for
e-business
References
186
This chapter has explored the stages involved in the development
of an e-business strategy. These are:
� assessing organizational readiness for change helps the organization
to focus on where the organization is currently and where
they should be heading in an e-business environment;
� identifying the economics of e-business helps the organization to
compare various different e-business opportunities by evaluating
their net value effect against various shareholder
values;
� evaluating the needs for change and performance measurements for
the future – employing the BSC technique allows the organization
to assess all four levels of organizational interactions and
to establish an integrated performance evaluation system to
achieve the new e-business mission;
� developing a strategy for e-business is the final stage where the
business decides how it is going to package these new values
into products, services or experiences.
Developing strategies for e-business is not a straightforward
sequential process but rather a perpetual and iterative
learning process where the organization needs to have a builtin
learning and relearning capability.
Beinhocker, E.D. (1997) Robust Adaptive Strategies, Sloan Management
Review, Vol. 40, No. 3, 95–106.
Deise, M.V., Nowikow, C., King, P. and Wright, A. (2000) Executive’s
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Kaplan, R. and Norton, D. (1996) Translating Strategy into Action: the
Balanced Scorecard, Boston: Harvard Business School Press.
Kauffman, S.A. (1995) Escaping the Red Queen Effect, The McKinsey
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Riggins, F. (1999) A Framework for Identifying Web-Based Electronic
Commerce Opportunities, Journal of Organizational Computing and
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