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

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9 Outsourcing, partnering and the virtual organization 9.1 Introduction ‘I’ve had plenty of practice,’ the Knight said very gravely, ‘plenty of practice!’ (Through the Looking Glass, C. Dodgson (1872)) We have suggested that one useful concept of virtual organization is that of an opportunistic grouping of collaborating organizations, each of which focuses on a set of core competencies or capabilities at which it excels (see Chapter 4). This opportunistic network of firms is fluid and changes 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. As the trend toward moving away from non-core activities intensifies, and indeed as the relationship between companies and their suppliers becomes less and less like the purchasing of the service and more and more like a partnership, so the trend toward virtual organizing will increase. Furthermore, as firms utilize IT and the Internet to expedite the information exchange elements of maintaining such relationships, we move even closer to the classically defined virtual organizational form. In contrast to the position adopted in this book, in which we argue for the desirable existence of several different forms of virtual organization as strategic responses to give environments and opportunities, some writers posit the desirability of the new collaborating organization which uses alliance or outsourcing strategies as the complete means of component process fulfilment. It will help us now to look at these models or visions for the future, looking at the role of both outsourcing and partnering or alliances, and close relationship of both these to virtual organizing and the virtual organizational form.
e-Business Strategies for Virtual Organizations 9.2 The PriceWaterhouseCoopers e-business staged model Figure 9.1 188 Consultants PriceWaterhouse present a model of contemporary and future business, taking account of and projecting developments concerning the Internet and e-commerce/ e-business. Their stages of growth, or maturity type, model is shown in Figure 9.1. This figure shows four stages of increasing business value resulting from the increasing leverage of e-business. 9.2.1 Stage one In stage or snapshot one (as Martin Deise and co-authors call it), companies exploit the Internet as an alternative or additional marketing, sales and payment channel. This might resemble the virtual face model (introduced in Chapter 3) and a great variety of implementation forms might be expected. The chief characteristics of this model as a stage are that it is advanced as both a desirable starting point for most if not all organizations, and that it treats Internet tools as add-ons to be bolted on to pre-existing processes without question. There is much to find fault with in this view, in our opinion, but this is not the place for refutation (our responses to this are distributed throughout this book – see in particular Chapters 3, 4, 5, 8, and 11).
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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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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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Page 224 and 225: e-business strategies in the virtua
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Page 244 and 245: 11 Creating virtual cultures for gl
Page 246 and 247: Creating virtual cultures for globa
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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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