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

More documents

Recommendations

Info

e-business strategies in the virtual organization 10.8.1 Change environment � Strategic initiatives – this was frequently driven by user management rather than IT management and was generally initiated in a local unit rather than from centralized decision making. � Cultural readiness – champions were typical of change and necessary to promote the change. Frequently interdepartmental rivalry inhibited change and further a culture of resistance to accept change was introduced from other business partner organizations. � Network relationships – in all successful cases the e-business project demonstrated positive inter-agency cooperation and the beginnings of cross-functional cooperation. As one IT manager stated ‘Our web-based solution assists the most casual user with global, personalized, and secure access to our corporate information on demand.’ � Learning capacity – in the most successful projects, learning by doing and learning from others helped improve the professional end-user IT skills. This enabled project managers to adapt to a quality decision-making procedure. � IT leveragability and knowledge capability – generally, successful projects demonstrated positive local leadership, superior IT design for improved learning, and business-to-employee communication. To overcome resistance to change, knowledge capability must be aligned (along with the enabling technology) to the strategic e-business initiatives. 10.8.2 Change management The pattern of change was reported to be a participative change tactic resulting in an evolutionary change. This was viewed as a ‘waterfall’ progression of change, starting with an alleviation of dissatisfaction by end users and eventually arriving at a wellmanaged process: alleviation of dissatisfaction, ➥ vision for change, ➥ evolutionary change tactics, ➥ a well-managed process for change 10.8.3 Outcomes and performance gains Outcomes of e-business change can be measured at various levels of the broad complex phenomenon of any e-ERP project. 221
e-Business Strategies for Virtual Organizations More recently, leading firms that have begun to undertake e-business to meet strategic goals recognize that they only accomplish their objectives through people, therefore placing importance on improving the quality of work-life issues. If effectively managed, employees should ultimately be more productive in their work tasks and better able to serve customers, suppliers, and business partners. The key constructs that can be probed here are: gaps between effectiveness expectations (goals) and actual performance improvements, e.g. employee work satisfaction, efficient resourcing, and customer interaction (Venkatraman and Henderson 1998). � Outcomes – it was found that where success was achieved, the project showed an improvement in one of the outcome constructs – the quality of work life from the outset thus motivating employees to support additional change processes. � Performance gains – the performance gains were typically achieved from two sources; labour cost savings and greater operational efficiency through optimized resource allocation, and more effective decision making through access to more reliable real-time data frequently via mobile technology. The intrinsic motivation and self-management of autonomous knowledge within the development teams played an important role in the successful implementation. The emphasis was very much more on collective performance rather than individual but at the same time development and maintenance of personal and professional reputations was a significant driver. 10.9 Successful management of change 222 The findings from our study found that a successful project had facilitators in all components of the business framework shown in Figure 10.2, including the change environment and project management. It was also found that the least successful e-business projects had inhibitors in several dimensions, especially in the area of cultural readiness and change management. This highlights the need to encourage the balancing of conflicting organizational knowledge, when contemplating the adoption of e-business solutions. In the future, as e-business activities become commonplace, corporate portals for empowering employees will be considered as an economic necessity. The next wave of economic advantage lies in revenue generation from new business opportunities in
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:
Page 176 and 177:
Page 178 and 179:
Page 180 and 181:
Page 182 and 183:
Page 184 and 185:
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 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
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?