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

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.