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

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References Creating virtual cultures for global online communities Adler, N.J., Doktor, R. and Redding, S.G. (1989) From the Atlantic to the Pacific Century, in: Osigweh, C.A.B. (ed.) Organizational Science Abroad: Constraints and Perspectives, 27–54, New York: Plenum Press. Boisot, M. (1998) Knowledge Assets – Securing Competitive Advantage in the Knowledge Economy, Oxford Press. Buckman, R.H. (1998) Knowledge Sharing at Buckman Labs, The Journal of Business Strategy, Vol. 19, No. 1, 11–15. Economist (1999) E-commerce Asia online; Singapore and Hong Kong. 2000. http://www.economist.com/editorial/freeforall/17–4–99/ wb9911.html Hong Kong Trade Development Centre (1999) Electronic Commerce in Hong Kong: Reference Case: ActionAce.com, Hong Kong Trade Development Centre. 2000. http://www.tdctrade.com/sme/ecommerce/general.htm Prahalad, C.K. and Ramaswamy, V. (2000) Co-opting Customer Competence, Harvard Business Review 78(1), 79–87. Schein, E.A. (1996) Three Cultures of Management: the Key to Organisational Learning, Sloan Management Review, 9–20. Senge, P. (1998) Sharing Knowledge, Executive Excellence, Vol. 15(6), 11–12. Venkatraman, N. and Henderson J.C. (1998) Real Strategies for Virtual Organising, Sloan Management Review, 40(1), 33–48. 247
e-Business Strategies for Virtual Organizations Appendix 1 Case: Little River Winery Co. Introduction The company is a family-run winery business located in the booming wine industry region of Swan Valley in Western Australia. It was established in 1972 and owned by two members of the management. The company cultivates a total acreage of 12.5 in addition to supplies from contract growers. West Wines Co. produces a variety of Australian choice wines with main markets in Australia, Japan, Singapore, Malaysia and Taiwan. Its annual level is 10 000–15 000 cartons. It established its first online site in June 1995 as a virtual face model, focusing on providing an additional outlet for the firm’s operations and to support its strategy to reach international clients. The site has subsequently been redesigned twice to reflect the changes in operation as the organization expanded virtual operations, linkages and strategic alliances and took advantage of a growing e-market for wine. e-business infrastructure The company’s online shop focuses on marketing products, and providing corporate and industry information to its clients. The site also provides information about its key agents and sales outlets. There are a total of six permanent staff including three members of the Simpson family. The company also employs approximately 15–20 part-time staff who perform a variety of tasks (e.g. cellar door wine tasting, wine sales and café activities). The site features an electronic ordering facility enabling customers to purchase with their credit cards and provides information about wine production, price lists, Company Vintage Report (Swan Valley Vintage Report 1999), information about the Swan Valley Region and recent visitors to the winery. Linkages and relationship management 248 LRW maintains extensive linkages with key players in the local, national and international wine industry: Japan (3), Singapore (1), Malaysia (1), Taiwan (1), Australia (14) – Western Australia
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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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8 Evaluating strategies for e-busin
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Figure 8.2 Fitness landscapes Evalu
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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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