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

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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
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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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Figure 8.2 Fitness landscapes Evalu
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Page 194 and 195: Customer view Whatisour image? Eval
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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
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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
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[8] 2002 e-business-strategies-for-virtual-organizations

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