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[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

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