[8] 2002 e-business-strategies-for-virtual-organizations
[8] 2002 e-business-strategies-for-virtual-organizations
[8] 2002 e-business-strategies-for-virtual-organizations
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e-Business Strategies <strong>for</strong> Virtual Organizations<br />
Figure 2.4<br />
Critical success factors<br />
<strong>for</strong> the <strong>virtual</strong><br />
organization<br />
28<br />
With a trusting relationship in place amongst <strong>virtual</strong> organization<br />
members, there is also a requirement <strong>for</strong> the risk(s)<br />
associated with the joint initiative (i.e. inherent in the purpose of<br />
the <strong>virtual</strong> organization) to be shared. In traditional organizational<br />
structures, risk is typically totally the preserve of a single<br />
organization, which alone tends to implement measures to<br />
manage its exposure to risk. The more interdependent the<br />
nature of the activities of the <strong>virtual</strong> organization, the more risk<br />
must be seen to be and accepted as shared. If risk is to be shared,<br />
and high levels of trust maintained, then clearly the purpose of<br />
the <strong>virtual</strong> organization must be such that all members benefit in<br />
more ways than they would from remaining outside the <strong>virtual</strong><br />
organization relationship. Thus, the successful <strong>virtual</strong> organization<br />
relies on the ability of the alliance to offer benefits to<br />
individual members in terms of increased productivity,<br />
increased revenues, increased profitability, increased market<br />
share, and the like.<br />
Fundamental critical success factors <strong>for</strong> the <strong>virtual</strong> organization<br />
can there<strong>for</strong>e be posited as being a shared purpose, a trusting<br />
relationship, a willingness to share risk, and a mutual benefit<br />
being derived from the <strong>virtual</strong> organization’s existence. This is<br />
illustrated in Figure 2.4.<br />
Thus it is argued that a successful <strong>virtual</strong> organization is very<br />
much based on the notion that mutual benefit <strong>for</strong> the parties<br />
involved is derived through the timely and appropriate initiation<br />
and <strong>for</strong>mation of alliances to take advantage of possibly<br />
short-lived <strong>business</strong> opportunities. But <strong>for</strong> the alliances to<br />
operate in an efficacious manner providing benefits to all<br />
concerned, then there is the very important assumption made<br />
that management activity has achieved the requisite level of<br />
shared vision and purpose, a high degree of trust amongst<br />
Shared<br />
RISK<br />
Shared<br />
PURPOSE<br />
MUTUAL<br />
BENEFIT<br />
TRUST