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

Figure 3.10
Virtual alliance
framework (VAF)
Independence
of
organizational
links
! colocation
! culture
! synchronicity
! shared risks
Low
e-business models for virtual organizations
The degree to which virtuality can be implemented effectively
relates to the strength of existing organizational links (virtual
and real) and advantages they bring to the virtual structure.
However, as essentially networked organizations they will be
constrained by the extent to which they are able to redefine or
extend their linkages. Where existing linkages are strong, e.g. colocated,
shared culture, synchronicity of work and shared risk
(reciprocity), these will reduce the perceived benefits from
substitutable linkages and inhibit the development of further
virtual linkages. Figure 3.10 provides a diagrammatic representation
of these trade-offs within the virtual alliance framework
(VAF). An organization must identify the virtual culture it
wishes to adopt to develop the virtual strategic perspective
(VSP), identify the value alliance partnerships and the strengths
of such linkages and align these within the electronic market.
Substitutability of virtual links
Low High
virtual-
Face
*
star
#
satellite
Virtuality
co- star- value market virtual
alliance broker space
These seven models clarify the forms an electronic business
model may assume. Some are an electronic reimplementation
of traditional forms of doing business; their attractiveness
increases as ICT enables their cost-effective implementation.
Others are add-ons for added value, or extend through value
chain integration or cyber communities. Their commonality is
that they add value through information and change management
and a rich functionality. Managing the creation of value
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