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

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Figure 11.4 The four paths of evolution Creating virtual cultures for global online communities 11.10 Strategies for global change The evolutionary models suggested for global expansion can be likened to the management of metamorphoses. A dynamic resource system view is recommended where destruction as well as construction is a necessary strategy. The following steps should be taken: � Know your resource system. � Look for leading indicators. � Anticipate shocks. � Identify resources that must be built to contribute to a future sustainable advantage. � Identify resources that must be destroyed. In selecting alliances you also need to develop a strategy to build power. What is the organizational goal – is it to become the global hub as the main competitor? is it as a defensive measure to retain a share of the global market against predatory attack? is it to develop a sustainable home-market-based alliance to build a global entry point? Strategies for maximizing power include: � Invest today for tomorrow’s power base. � Think twice before allying with a global leader. � Consider alternative partners. 245
e-Business Strategies for Virtual Organizations 11.11 Summary 246 � Protect your future by securing access to key intangible assets. � Create world class alliance opportunities. � Position early and shape the market. � Clearly identify global and local capabilities and focus. This power balance between local and global is not clear cut since globally distributed organizations obviously have to contend with disparities of culture within as well as without the organization. A recent report from the OECD would suggest that an alternative approach might be appropriate and cites the ‘learning city’ concept as an alternative approach. Europe has led the way in establishing the learning city concept with examples in Poitiers in France, Jena, in Germany, Oresund region of Scandinavia, Andalusia in Spain and Kent Thamesside area of London, UK. These purpose-built cities or regions have advanced communications infrastructures but also a commitment to place innovation and learning at the core of the development. Firms and knowledge institutions clustered in the same location have greater opportunities to share a culture and understanding that facilitate the process of social interaction and learning where no institution has a monopoly on knowledge. Virtual organizations may need to reconsider the extent to which embedded globalization will leave them at a disadvantage. It may well be that such strategies are only appropriate for organizations with Western-based strategic management concepts. In Singapore the development of an information society based on virtual organizations may well be restricted by the political control over information flow and the current stage of democracy at this stage of Singapore’s development. Similar issues and concerns have been raised by the World Bank in their 2000 report and frequently by groups such as OECD. This whole area of socio-economic change and the impacts of globalization merits discussion in the world arena. For the virtual organization playing in a global world there are no rules but many lessons to be learned from multinational and cross-cultural organizations around the world. Those that survive accept a much broader portfolio of concerns and apply constant reappraisals to their marketplace. The virtual organization which does not realize this should be renamed the vulnerable organization.
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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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Table 8.6 Matrix for preparing to m
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9 Outsourcing, partnering and the v
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Outsourcing, partnering and the vir
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Page 266 and 267: References Creating virtual culture
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[8] 2002 e-business-strategies-for-virtual-organizations

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