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

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Characteristics of the virtual organization We have also remarked that this organizational form is not merely technology plastered onto an existing model, but differs intrinsically from such familiar forms as alliances, consortia and conglomerates. In Chapter 3 we shall extend our range of organizational forms that use some or all of the features we have introduced here to encompass a wide range of organizational responses to circumstances and opportunities. 31
3 e-business models for virtual organizations 3.1 Introduction The mystery of Tao: ‘That which cannot be seen is formless’. (The sayings of Lao Zi) Virtual organizations obviously have a need for business models, which are different from the traditional, but there is no one single business model that is appropriate to all forms of virtual enterprise. Different organizations will require different business models and these will reflect the extent and strength of their interorganizational links within their networked alliances. In the most basic sense, a business model is the method of doing business by which an organization can best sustain itself – which in most cases means generating revenue. The selected business model will therefore be that which spells out how the organization positions itself within the value chain in order to make financial return. e-business has given rise to many new kinds of business model but has also allowed organizations to reinvent some. One of the most obvious cases is that of the auction model. eBay did not invent this model but merely reapplied one of the oldest business models in existence. Popularization of this model has broadened its application on the Web to a wide array of goods and services. A number of other forms of model exist and these typically reflect the e-business strategy, i.e. how the organization intends to create an online community. However, there are also models which reflect the strategic structure of the virtual organization. These models relate to the virtual culture adopted by the organization and the communication linkages within the
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Page 6 and 7: Contents Computer Weekly Profession
Page 8 and 9: Contents 6 Globalization and e-busi
Page 10 and 11: Contents 11.6 The increasing power
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Page 14 and 15: Authors’ Preface There are dozens
Page 16 and 17: Authors’ Preface model will there
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Page 20 and 21: 1 e-business and the virtual organi
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Page 24 and 25: Figure 1.2 e-business and the virtu
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Page 72 and 73: Figure 3.11 Virtual organizational
Page 74 and 75: References e-business models for vi
Page 76 and 77: IS planning strategies for emerging
Page 80 and 81: Figure 4.1 The evolution of IS/IT p
Page 82 and 83: Figure 4.3 A framework for SISP (Wa
Page 86 and 87: Figure 4.4 Planning adopts a busine
Page 88 and 89: Figure 4.5 Interconnected ecologies
Page 90 and 91: Figure 4.6 The interrelationships b
Page 94 and 95: 4.8 Conclusion IS planning strategi
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Page 98 and 99: Moving from e-business to i-busines
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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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Figure 9.2 Outsourcing, partnering
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9.9 Summary Outsourcing, partnering
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References Outsourcing, partnering
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e-business strategies in the virtua
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11 Creating virtual cultures for gl
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Creating virtual cultures for globa
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Four stages of market evolution Mar
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Figure 11.4 The four paths of evolu
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References Creating virtual culture
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Advanced knowledge, see Knowledge A
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[8] 2002 e-business-strategies-for-virtual-organizations

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