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

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10.10 Summary e-business strategies in the virtual organization other business-to-business models, such as business-to-consumer for customer satisfaction. These are complex problems that can never be solved with technology alone. They require leadership, appropriate problem solving skills, lots of hard work and executive commitment, and a culture that embraces the ideals of the learning organization (a team and community orientated work process). The organizational design, learning environment, and human-to-human communication and collaboration must be aligned to the enabling technology. One should always keep in mind the balance between people, business processes, and technology. In a labour force of cross-functional virtual teams management will be more about motivation and governance may be largely a question of self-regulation rather than traditional managerial control. IT professionals may well be better equipped for this change given the large ‘community of practice’ with a strong, shared culture of technical professionalism and their extended use of technology for communication and decision making. We began this chapter by inviting you to consider how ERP systems, introduced in Chapter 7, and e-business tools complement and integrate with each other. We went on to introduce a model of organizational activity which displays three vectors along which e-business tools are introduced to meet business ends, and in the process, adding degrees of virtuality to an existing company. Along the vector of asset sourcing and relationships with other firms, we considered emerging trends in customer relationship management as they apply both in B2C and B2B activities. We went on to spend rather more time on the implications of being within B2B online trading groups, and extending our view of customer relationships into this area. We came back full circle by considering how both B2C and B2B e-business operations can integrate the emerging Internet technologies within a modern call centre for customer and business partner satisfaction. The third vector is the complex area of knowledge management as a corporate resource, and this topic has been introduced here as the third vector of our organizational activity model. We have looked in particular at the role and practice of change management with companies undergoing the adoption of e-business strategies, although this topic in itself warrants a separate book. 223
e-Business Strategies for Virtual Organizations References 224 Drucker, P.F. (1998) Management’s New Paradigms, Forbes, Oct. 5, 152–177. Guha, S., Grover, V., Kettinger, W.J. and Eng, J.T.C. (1997) Business Process Change and Organisational Performance: Exploring an Antecedent Model, Journal of Management Information Systems, Vol. 14, No. 1, 119–154. Kalakota, R. and Robinson, M. (1999) e-Business: Roadmap for Success, Addison-Wesley Longman, MA, USA. Markus, M.L., Manville, B. and Agres, C.E. (2000) What makes a virtual organisation work? Sloan Management Review, Vol. 42(1), 13–26. Venkatraman, N. and Henderson, J.C. (1998), Real strategies for Virtual Organising, Sloan Management Review, Fall ’98, 33–48.
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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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