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

More documents

Recommendations

Info

e-business strategies in the virtual organization roles. Increasingly, we are seeing the large traditional organization breaking up and the emergence of new, networked organizational forms in which work is conducted by temporary teams that cross organizational lines. In this new climate, organizations have to learn new approaches to managing a workforce of knowledge workers, yet little information is available on how to implement this successfully and how to ensure more effective personnel performance as a result. Drucker (1998) suggests that the traditional role of managers telling workers what to do is no longer viable and instead managers must direct people as if they were unpaid volunteers, tied to the organization by commitment to its aims and purposes and often expecting to participate in its governance. As information technologies continue to permeate all aspects of organizational life the role of the IT professional will also change and they will have to embrace a set of shared values and assumptions about how things work in the organization. Markus et al. 2000 suggest that organizations will have to seek to harness the talents and energies of dispersed ‘communities of practice’ and increasingly will face a workforce of volunteers as more people choose periods of less than full-time work. This obviously raises the question of how traditional management tasks of motivating and directing employees will have to change in the face of these new realities. This chapter considers three important issues. First, we look at B2B interactions along the value chain. Second we look at the B2C interactions, taking the increasingly important area of customer relationship marketing (CRM – shown as customer interactions in Figure 10.1) as our focus. Lastly we look at Business to Employee (B2E) relationships within the context of ERP. 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. 10.2 e-business and ERP As reviewed in Chapter 7, a useful model for understanding the adoption of e-business strategies for the learning organization considers the organization as operating along three vectors – customer/market interaction, asset sourcing and knowledge leverage supported by a strong information technology 205
e-Business Strategies for Virtual Organizations Figure 10.1 e-business and ERP 206 platform. Some see this as the virtual organizing model for the 21st century and as such a management strategy in itself. Figure 10.1 gives a view of an organization using an enterprise resource planning (ERP) system such as SAP, as an integrated system to enable knowledge management across the three vectors of the organization. Customer interaction (B2C) refers to the extent to which you virtually interact with the market defined at three levels of greater virtual progression: � Remote product/service experience. � Product/service customization. � Shaping customer solutions. Asset sourcing (B2B) refers to competency leveraging from: � Efficient sourcing of standard components. � Efficient asset leverage in the business network. � Creating new competencies through alliances. Knowledge leverage (B2E) refers to: � Maximizing individual experience. � Harnessing organizational expertise. � Leveraging of community expertise.
Page 2 and 3:
e-Business Strategies for Virtual O
Page 4 and 5:
e-Business Strategies for Virtual O
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 18 and 19:
Authors’ Preface alliances, bette
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 26 and 27:
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 32 and 33:
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 40 and 41:
Page 42 and 43:
� empowerment of staff; Character
Page 44 and 45:
Page 46 and 47:
Page 48 and 49:
Page 50 and 51:
Page 52 and 53:
e-business models for virtual organ
Page 54 and 55:
Page 56 and 57:
Page 58 and 59:
Page 60 and 61:
Page 62 and 63:
3.4 Models of efficient response e-
Page 64 and 65:
Figure 3.4 Star alliance model e-bu
Page 66 and 67:
Figure 3.6 Market alliance model Fi
Page 68 and 69:
Page 70 and 71:
Figure 3.10 Virtual alliance framew
Page 72 and 73:
Figure 3.11 Virtual organizational
Page 74 and 75:
References e-business models for vi
Page 76 and 77:
IS planning strategies for emerging
Page 78 and 79:
Page 80 and 81:
Figure 4.1 The evolution of IS/IT p
Page 82 and 83:
Figure 4.3 A framework for SISP (Wa
Page 84 and 85:
Page 86 and 87:
Figure 4.4 Planning adopts a busine
Page 88 and 89:
Figure 4.5 Interconnected ecologies
Page 90 and 91:
Figure 4.6 The interrelationships b
Page 92 and 93:
Page 94 and 95:
4.8 Conclusion IS planning strategi
Page 96 and 97:
References IS planning strategies f
Page 98 and 99:
Moving from e-business to i-busines
Page 100 and 101:
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 108 and 109:
Page 110 and 111:
Page 112 and 113:
Page 114 and 115:
Page 116 and 117:
Page 118 and 119:
Page 120 and 121:
Page 122 and 123:
Page 124 and 125:
Page 126 and 127:
Page 128 and 129:
Page 130 and 131:
Globalization and e-business strate
Page 132 and 133:
Page 134 and 135:
Adoption and deployment of online i
Page 136 and 137:
Table 6.1 Online business models On
Page 138 and 139:
Page 140 and 141:
Figure 6.2 VIM strategy Globalizati
Page 142 and 143:
Page 144 and 145:
Page 146 and 147:
Page 148 and 149:
Page 150 and 151:
Page 152 and 153:
Page 154 and 155:
Page 156 and 157:
Page 158 and 159:
Page 160 and 161:
Page 162 and 163:
7 Developing knowledge-based strate
Page 164 and 165:
Developing knowledge-based strategi
Page 166 and 167:
Page 168 and 169:
Page 170 and 171:
Page 172 and 173:
Page 174 and 175: Developing knowledge-based strategi
Page 186 and 187: 8 Evaluating strategies for e-busin
Page 188 and 189: Figure 8.2 Fitness landscapes Evalu
Page 190 and 191: Evaluating strategies for e-busines
Page 192 and 193: Table 8.1 Information economics - v
Page 194 and 195: Customer view Whatisour image? Eval
Page 204 and 205: Table 8.6 Matrix for preparing to m
Page 206 and 207: 9 Outsourcing, partnering and the v
Page 208 and 209: Outsourcing, partnering and the vir
Page 218 and 219: Figure 9.2 Outsourcing, partnering
Page 220 and 221: 9.9 Summary Outsourcing, partnering
Page 222 and 223: References Outsourcing, partnering
Page 226 and 227: e-business strategies in the virtua
Page 242 and 243: 10.10 Summary e-business strategies
Page 244 and 245: 11 Creating virtual cultures for gl
Page 246 and 247: Creating virtual cultures for globa
Page 262 and 263: Four stages of market evolution Mar
Page 264 and 265: Figure 11.4 The four paths of evolu
Page 266 and 267: References Creating virtual culture
Page 272 and 273: Advanced knowledge, see Knowledge A
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?