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

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Figure 3.11 Virtual organizational change model (VOCM) Structural alliances e-business models for virtual organizations Table 3.2 e-market ecosystem (after Moore 1997) Ecosystem stage Leadership challenges Birth Maximize customer delivered value Expansion Attract critical mass of buyers Authority Lead coevolution Renewal or death Innovate or perish Cooperative challenges Find and create new value in an efficient way Work with suppliers and partners Provide compelling vision for the future Work with innovators Electronic Market Ecosystem E-business Culture Strategic positioning Virtual culture Knowledge management Competitive challenges Protect your ideas Ensure market standard approach Maintain strong bargaining power Develop and maintain high barriers ICT 53
e-Business Strategies for Virtual Organizations 3.7 Summary 54 the virtual organization will also encompass knowledge of the overall electronic marketplace. These relationships are depicted in a dynamic virtual organizational change model (VOCM) as shown in Figure 3.11. We will return to this model in Chapter 7 and expand on these concepts. The degree to which virtuality can be applied in the organization will relate to the extent to which the VOCM factors are in alignment. When these are not aligned then the organization will find itself dysfunctional in its exploitation of the virtual marketspace and so be unable to derive the maximum value benefits from its strategic position in the virtual alliance framework. The virtual organization is recognized as a dynamic system and hence one where traditional hierarchical forms of management and control may not apply. Little, however, is known about the new forms which might replace them. In an organization in constant change there has to be a system that can capture the organizational core competencies and leverage these to provide strategic advantage. This may be a competitive advantage or a strategic advantage in collaboration with competitors. This implies that the virtual organization will have a far greater need than a traditional organization to manage communication channels and rethink interorganizational systems. The seven models introduced are not exclusive but serve to classify the diversity of emerging electronic business models. Some are essentially an electronic reimplementation of traditional forms of doing business; others are add-ons for added value possibly through collaboration; and others extend through value chain integration or cyber communities. What these share are innovative ways to harness efficient low-cost communications, change management and a rich functionality. Creating strategic advantage through virtuality is only feasible if the appropriate form is identified and the communications needs and opportunities are identified and accepted. Further, these structures exist in a state of dynamic change and may evolve rapidly from one form to another. Consequently communication channels will change, necessitating revised forms of communications. The successful organization will be that which regards the storage and communication of knowledge as the core asset. Communicating for advantage will become the primary mission in the virtual marketspace.
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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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Page 24 and 25: Figure 1.2 e-business and the virtu
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Page 30 and 31: Figure 1.3 e-business and the virtu
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Page 38 and 39: Figure 2.1 Formation of business al
Page 42 and 43: � empowerment of staff; Character
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Page 62 and 63: 3.4 Models of efficient response e-
Page 64 and 65: Figure 3.4 Star alliance model e-bu
Page 66 and 67: Figure 3.6 Market alliance model Fi
Page 70 and 71: Figure 3.10 Virtual alliance framew
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
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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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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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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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10.10 Summary e-business strategies
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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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