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

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11 Creating virtual cultures for global online communities 11.1 Introduction Japanese and American Management is 95% the same and differs in all important respects (Adler, Doktor and Redding 1989: 27) Culture operates at many levels of aggregation: group, firm, industry, profession, region, group, country, group of countries. Regardless of groupings culture remains the means by which non-genetic information is transmitted either within a given generation of agents or from one generation to the next. Technological practice forms an integral part of such information transmission but usually combines universal theoretical knowledge with more practical, local and culture specific application. This has particular implications for the management of communication within multinational, multicultural organizations and for the specific form of virtual organization which comprises technology-based alliances over several cultures operating in an even broader cultural environment. Information and communication technology (ICT) is, by definition, the technological foundation of e-business consisting of a number of business-centric categories such as business-tobusiness (B2B), business-to-consumer (B2C), and business-toemployee (B2E). As discussed in previous chapters, e-business has been extended to allow for the systematic integration of an organization’s internal and external systems, via the Web, both up and down the supply chain. This in turn will result in today’s business-centric e-business topologies evolving into customercentric e-communities. In this chapter we review cultural influences on organizations and information technology applications. This is expanded into
e-Business Strategies for Virtual Organizations the development of online communities where a shared culture of common practices is a key factor in effective development and maintenance. Finally, the whole issue of global expansion is placed under the spotlight and the implications for the future examined. In future, an organization’s success within the global e-community will require culture-focused organizations where communities allow for: � Differentiation and the creation of attractive communities. � Creation of unique value propositions. � The ability to be a ‘good citizen’ and to enter into engaging dialogues with other members of the e-community. 11.2 e-business cultures 226 11.2.1 Organizational cultures Schein (1996) defines culture as a set of basic tacit assumptions that a group of people share about how the world is and ought to be; it determines their perceptions, thoughts, feelings, and to some degree, their overt behaviour. Culture manifests itself at three levels: � the level of deep tacit assumptions that are the essence of the culture; � the level of espoused values that often reflect what a group wishes ideally to be and the way it wants to present itself publicly; and � the day-to-day behaviour that represents a complex compromise among the espoused values, the deeper assumptions, and the immediate requirements of the situation. Overt behaviours cannot be used alone to decipher culture because situational contingencies often make us behave in a manner that is inconsistent with our deeper values and assumptions. 11.2.2 Culture and IT The impact of information and communication technologies (ICT) has extended far beyond organizational boundaries and permeates almost every aspect of daily life around much of the globe. Many of the changes which ICT has brought about were foreseen and have been well documented. The concepts
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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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Evaluating strategies for e-busines
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Table 8.1 Information economics - v
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Page 224 and 225: e-business strategies in the virtua
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[8] 2002 e-business-strategies-for-virtual-organizations

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