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

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e-business strategies in the virtual organization will also be others who need help in navigating your site for information you have provided, but which they have been unable to locate. 10.7 A framework for e-business change management Figure 10.2 Framework for change management The model in Figure 10.2 identifies a useful framework within which to identify facilitators and inhibitors of successful e-business change. The relationships presented in the framework are based on relevant work in organizational change, strategic management innovation, and information systems. The Learning Capacity Relationship Building e-Business Management e-Business Environment Cultural Readiness Strategic Initiatives e-Business Change Management IT Leveraging e-Business project Outcomes and Performance gains Improved Resourcing Customer Success Knowledge Capability Change Management Improved Work Life 219
e-Business Strategies for Virtual Organizations general thesis of the framework is adapted from Guha’s et al. (1997) work on ‘business process change management’: Any significant business process change requires a strategic initiative where top managers act as leaders in defining and communicating a vision of change. The organisational environment, with ready culture, a willingness to share knowledge, balanced network relationships, and a capacity to learn, should facilitate the implementation of prescribed e-business management and change management. Both of these are requisite for customer success and ultimately in achieving measurable and sustainable competitive performance. (p. 121) Kalakota (1999) states ‘the creation and implementation of an e-business project is inextricably linked to the management of change’ (Kalakota et al. 1999: p. 60). This requires systematic attention to learning processes, organizational culture, technology infrastructure, people and systems thinking. These gain even greater significance when considering the alignment of these dimensions with respect to ERP and e-business implementations. e-business change is defined here as an organizational initiative to design an e-business project ‘to achieve significant (breakthrough) improvements in performance (e.g. quality, responsiveness, cost, flexibility, satisfaction, shareholder value, and other critical e-business measures) through changes in relationships between management, information, technology, organisational structure, and people’ (Guha et al. 1997: p. 121). Planning and managing such systems requires an integrated multi-dimensional approach across the e-business and the development of new business process models. Therefore, in any examination of outcomes, consideration should be given to (a) the environmental conditions for change and (b) the ability of the organization to manage change in those conditions. Outcomes of e-business change can be measured at various levels of the broad complex phenomenon of any e-ERP project. Previous studies by Guha et al. (1997) indicate successful e-business projects should tend to have facilitators over many dimensions but also failure is most likely to occur where too little consideration has been given to key factors such as cultural readiness or change management. 10.8 Analysing the change environment 220 A recent study of international organizations implementing e-business change through ERP found the following factors as critical to e-business success.
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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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8 Evaluating strategies for e-busin
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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 224 and 225: 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
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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
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[8] 2002 e-business-strategies-for-virtual-organizations

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