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

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Creating virtual cultures for global online communities � Are virtual cultures industry dependent or business model dependent? � Is the relationship between culture and the virtual organization one of diversity exploitation or controlled manipulation? � Does the extent to which there are shared goals, synchronicity of work, co-locations and reciprocity of risk and responsibility define shared culture yet inhibit the extent of virtuality that can be exploited in the organization? � Are stronger cultures required at the interfaces of virtual alliances to ensure reliability enhancement? � Where member goals, roles, and responsibilities are more carefully articulated in a virtual organization does this imply the greater need for a unified culture? � How can the virtual organization manage a diversity of cultures? � Will a desirable diversity of cultures be supported only under conditions of high trust and open communication? � To what extent should incentives and control systems be used in virtual organizations to develop unified cultures? Four areas should be considered as part of a basic framework for reconstructing the organization: � investment in extensive socialization: managers need to be able to cope with diversity of race, gender, culture and intellect; � development of language skills; � extensive documentation for common understanding; � extensive commitment to training, both analytic and experiential. The future belongs to the imaginative. 11.3.3 Success in cultural change An example of successful cultural change is described by Buckman (1998) at Buckman International Laboratories as they designed a system and built a culture that facilitates the communication of whatever is needed across all the organization’s boundaries (1200 people, 21 countries location, 90 countries for customers). The cost has been estimated at US$7500 per person (3.5–4.5% of revenue) but they believe the results justify every cent. Their philosophy has been to move the entire organization to wherever it is needed at the time. This has been achieved by expanding the span of communication and 231
e-Business Strategies for Virtual Organizations influence for each individual. This work anywhere, anytime at your most efficient mode of operation is both a consequence of and a driver for the further globalization of the e-community. Globalization is not necessarily a strategy to be embraced lightly, however, since it carries with it many more implications above and beyond the obvious cultural ones. Virtual organizations entering global markets need to learn from the experiences of long-term global players. 11.4 Community building 232 11.4.1 Development stages Venkatraman and Henderson (1998) (as described in Chapter 7) outline three stages in the development of an e-community. These are summarized in Table 11.1. ICT, particularly systemic (ERP-style) integration of the organization’s ICT infrastructure and applications, is seen as the foundation of this model. Increasing levels of e-community involve greater usage of ICT to increase the richness (particularly in terms of value adding knowledge) and complexity of the relationships between the Table 11.1 Three levels of e-community (after Venkatraman and Henderson 1998) Vectors and characteristics Customer interaction (virtual encounter) Asset configuration (virtual sourcing) Knowledge leverage (virtual expertise) Stage 1 Stage 2 Stage 3 Remote experiences of products and services Dynamic customization Sourcing modules Process interdependence Customer communities Resource coalitions Work-unit expertise Corporate asset Professional community expertise Target locus Task units Organization Interorganization Performance objectives Improved operating efficiency (ROI) Enhanced economic value added (EVA) Sustained innovation and growth (MVA)
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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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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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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
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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
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[8] 2002 e-business-strategies-for-virtual-organizations

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