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

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Figure 1.2 e-business and the virtual organization There is, however, another definition of the ‘information economy’, ‘digital economy’ or ‘Internet economy’. This notion revolves around the set of Internet-based organizations, the ‘dot-coms’ and others involved in e-commerce. This ‘Internet economy’ as we shall refer to it is clearly a subset of the total economy, as shown in Figure 1.2. 1.4 Framework of e-business The emergence of e-business has led to dramatic redefinitions of the nature of an organization. Complex business networks working together along the value chain are defined by their ability to get products to market with the widest range of consumers at the cheapest cost and fastest speed. This, in turn, has led to a completely different set of problems for the management of such structures with complex interrelationships, changing paradigms for intermediation, and an emphasis on collaborative competition. Today’s business executive needs to have a framework for understanding such relationships in order to evaluate strategic opportunities in the global marketplace. We have found that in information management projects, where there is a need to analyse or construct large systems, it is useful to structure them as a hierarchy of several levels in which the lower ones provide the support platform for the higher. In the case of e-business supporting interorganizational systems, such a hierarchy may usefully be viewed as displayed in Table 1.1. We can use this table to view the e-business as made up of three levels: � technology-based infrastructure – the hardware and software making up the ICT to deliver functionality over networks; � services – all messaging activities; and 5
e-Business Strategies for Virtual Organizations Table 1.1 The hierarchical framework of e-commerce Meta Level Level Function Examples Products and structures 6 7 Electronic marketplaces and electronic hierarchies 6 Products and systems Electronic auctions, brokerages, dealerships, and direct search markets Interorganizational supply chain management Consumer services over distance – retailing, banking, stock broking, etc. Information and entertainment on demand: educational services, fee-based content sites Supplier–customer linkages Online marketing Electronic benefit systems Intranet and extranet collaboration Services 5 Enabling services Online catalogues, directories, smart agents Technologybased infrastructure Smart card systems, e-money Digital authentication services Digital libraries, copyright protection services Traffic audit 4 Secure messaging EDI, electronic funds transfer, e-mail 3 Hypermedia/ multimedia object management 2 Communications utilities 1 Wide area telecommunications infrastructure World Wide Web with Java Value added networks and Internet Guided and wireless media networks
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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
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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
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Page 30 and 31: Figure 1.3 e-business and the virtu
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Page 36 and 37: Characteristics of the virtual orga
Page 38 and 39: Figure 2.1 Formation of business al
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Page 62 and 63: 3.4 Models of efficient response e-
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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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Customer view Whatisour image? Eval
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Table 8.6 Matrix for preparing to m
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9 Outsourcing, partnering and the v
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Figure 9.2 Outsourcing, partnering
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9.9 Summary Outsourcing, partnering
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References Outsourcing, partnering
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e-business strategies in the virtua
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10.10 Summary e-business strategies
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11 Creating virtual cultures for gl
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Creating virtual cultures for globa
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Four stages of market evolution Mar
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Figure 11.4 The four paths of evolu
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References Creating virtual culture
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Advanced knowledge, see Knowledge A
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[8] 2002 e-business-strategies-for-virtual-organizations

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