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

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Advanced knowledge, see Knowledge Alliance(s), 24–26, 68 Auctions, 42 Balanced scorecard, 175–178 Business models, see Models Buyer’s value chain, see Value system Change management, 161–162, 219–223 Channel value chain, see Value system Coalliance model, 44 Community knowledge, see Knowledge Competitive advantage, 12, 18 Competition, 56, 72–74 Conflict management, 103 Core knowledge, see Knowledge Culture, 33 Digital economy, see New economy e-business, 5–11, 7–10, 15 ERP, 204–206 Explicit knowledge, see Knowledge Globalization, 110–132 Index Information, 16, 29 Information economy, see New economy Information management, 5, 112 Innovation(s), 29 Internet economy, see New economy Inventory management, 98–100 IS planning, 56–77 Knowledge, 16, 17, 19, 21, 137, 143–166 Knowledge management, 29–30, 136, 143–166, 193–194 Market alliance model, 47–48 Models, 32–54 Negotiation(s), 29 New economy, 2–5, 10, 11, 15 Organizational change, 52–54 Outsourcing, 23, 190–191, 194–201 Portals, 40–42 Risk, 29
Index 254 SISP, 62–64, 74–75 Star alliance model, 45–46 Strategy/Strategies, 29, 41, 167–186 Supplier value chain, see Value system Supply chain, 9, 11, 50, 78, 85, 208–209 Supply chain analysis, 37, 84 Supply chain management, 85–88, 112 Tacit knowledge, see Knowledge Value alliance model, 46 Value chain, 34, 51, 91–94 Value chain analysis, 84, 96–97 Value networks, 100–103 Value system, 95 Virtual alliance, 118 Virtual broker model, 48 Virtual face model, 43–44, 117 Virtual markets, 78–82 Virtual organisations, 11–15, 17–22 Virtual space, 49–50 Virtual strategic perspective, 115–116 Virtual value chain, 100
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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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Figure 9.2 Outsourcing, partnering
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9.9 Summary Outsourcing, partnering
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[8] 2002 e-business-strategies-for-virtual-organizations

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