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

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References Outsourcing, partnering and the virtual organization Deise, Martin V., Nowikow, Conrad, King, Patrick and Wright, Amy (2000) PriceWaterHouse Coopers Executive’s Guide to E-Business (From Tactics To Strategy), John Wiley & Sons, Dyer and Singh (1998) The Relational View: Cooperative Strategy and Sources of Interorganisational Competitive Advantage, Academy of Management Review, Vol. 23(4), 660–679. Insinga and Werle (2000) Linking Outsourcing to Business Strategy, Academy of Management Review, Vol. 14(4). 203
10 e-business strategies in the virtual organization 10.1 Introduction In the future, highly qualified people will go on job interviews purely for recreation. (The Dilbert Future, Scott Adams) Much has been written in this book about the external drivers for e-business and how this concept will change how organizations work and the role of their employees. We have also noted the same phenomenon in large organizations where ERP systems have been introduced impacting greatly on the internal structures and processes for labour and work division. This combination of technologies offers established companies the opportunity to build interactive relationships with partners and suppliers, improve efficiency and extend reach, all at a very low cost. For example, GE estimates to save $500 million to $700 million of its purchasing costs over three years and cut purchasing cycles by as much as 50%. The Norwegian company Statoil processes more than 350 000 invoices annually, and awards over 40 000 contracts through web-enabled ERP commerce. The company expects a considerable improvement in the ratio of invoices to orders as well as a tangible contribution to revenue. Eventually, both companies expect to buy the majority of their purchases through web-based bidding systems. Faced with such e-business innovations companies are looking for effective solutions to marry the two technologies for strategic advantage. Inevitably this will have a major impact on their employee workforce, the processes they have to perform and their skill requirements. The workforce has had to embrace a new culture as a knowledge-based community with far more flexible work
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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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7 Developing knowledge-based strate
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Developing knowledge-based strategi
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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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