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

More documents

Recommendations

Info

References e-business models for virtual organizations Burn, J.M., Marshall, P. and Wild, M. (1999) When Does Virtual Have Value? In: C.T. Romm and F. Sudaweeks (eds), Doing Business on the Internet: Opportunities and Pitfalls, London: Springer Verlag. Hoffman, L., Novak, T. and Chatterjee, P. (1995) Commercial Scenarios for the Web: Opportunities and Challenges, Journal of Computer Mediated Communication, Vol. 1(3). Moore, J.F. (1997) The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems, New York: Harper Business. Schein, E. (1990) Organizational Culture, American Psychologist, 45, 2, 109–119. Williams, R.L. and Cothrel, J. (2000) Four Smart Ways to Run Online Communities, Sloan Management Review, 41, 4, 81–91. 55
4 IS planning strategies for emerging business models 4.1 Introduction With the advent of the Internet and e-commerce and the increasing transformation of business through the expanding use of ever more reliable and powerful IT, business is becoming increasingly interconnected and interdependent. This interconnectedness, arguably, helps business face challenging contemporary environments increasingly characterized by a global span of business operations, turbulence, change and uncertainty, innovation, hypercompetitiveness and the like. In this chapter we shall discuss how the interconnected world of business spawns new organizational forms. Important among these is a virtual corporation of collaborating partners, linked and communicating with the help of modern IT. We generalize the virtual organizational form and talk about an interconnected strategic business network of a business, its business partners, its suppliers and potentially its customers. In this context we introduce the new term, if not entirely new construct, of ‘coopetition’ to describe the information and resource-sharing strategies that are replacing naked aggression and competition in many business contexts. Most effective modern corporations, we believe, are embedded in strategic business networks to a greater or lesser extent. In this chapter we look at approaches to strategy formulation for virtual organizations or strategic business networks, commenting on the need for some changes in emphasis in strategy formulation, given the realities of contemporary business environment.
Page 2 and 3:
e-Business Strategies for Virtual O
Page 4 and 5:
e-Business Strategies for Virtual O
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
Page 12 and 13:
Computer Weekly Professional Series
Page 14 and 15:
Authors’ Preface There are dozens
Page 16 and 17:
Authors’ Preface model will there
Page 18 and 19:
Authors’ Preface alliances, bette
Page 20 and 21:
1 e-business and the virtual organi
Page 22 and 23:
e-business and the virtual organiza
Page 24 and 25: Figure 1.2 e-business and the virtu
Page 26 and 27: e-business and the virtual organiza
Page 28 and 29: 1.5 e-business e-business and the v
Page 30 and 31: Figure 1.3 e-business and the virtu
Page 32 and 33: e-business and the virtual organiza
Page 34 and 35: Figure 1.4 Virtual objects, Scholz
Page 36 and 37: Characteristics of the virtual orga
Page 38 and 39: Figure 2.1 Formation of business al
Page 42 and 43: � empowerment of staff; Character
Page 52 and 53: e-business models for virtual organ
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 72 and 73: Figure 3.11 Virtual organizational
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
Page 96 and 97: References IS planning strategies f
Page 98 and 99: Moving from e-business to i-busines
Page 124 and 125:
Moving from e-business to i-busines
Page 126 and 127:
Page 128 and 129:
Page 130 and 131:
Globalization and e-business strate
Page 132 and 133:
Page 134 and 135:
Adoption and deployment of online i
Page 136 and 137:
Table 6.1 Online business models On
Page 138 and 139:
Page 140 and 141:
Figure 6.2 VIM strategy Globalizati
Page 142 and 143:
Page 144 and 145:
Page 146 and 147:
Page 148 and 149:
Page 150 and 151:
Page 152 and 153:
Page 154 and 155:
Page 156 and 157:
Page 158 and 159:
Page 160 and 161:
Page 162 and 163:
7 Developing knowledge-based strate
Page 164 and 165:
Developing knowledge-based strategi
Page 166 and 167:
Page 168 and 169:
Page 170 and 171:
Page 172 and 173:
Page 174 and 175:
Page 176 and 177:
Page 178 and 179:
Page 180 and 181:
Page 182 and 183:
Page 184 and 185:
Page 186 and 187:
8 Evaluating strategies for e-busin
Page 188 and 189:
Figure 8.2 Fitness landscapes Evalu
Page 190 and 191:
Evaluating strategies for e-busines
Page 192 and 193:
Table 8.1 Information economics - v
Page 194 and 195:
Customer view Whatisour image? Eval
Page 196 and 197:
Page 198 and 199:
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
Table 8.6 Matrix for preparing to m
Page 206 and 207:
9 Outsourcing, partnering and the v
Page 208 and 209:
Outsourcing, partnering and the vir
Page 210 and 211:
Page 212 and 213:
Page 214 and 215:
Page 216 and 217:
Page 218 and 219:
Figure 9.2 Outsourcing, partnering
Page 220 and 221:
9.9 Summary Outsourcing, partnering
Page 222 and 223:
References Outsourcing, partnering
Page 224 and 225:
e-business strategies in the virtua
Page 226 and 227:
Page 228 and 229:
Page 230 and 231:
Page 232 and 233:
Page 234 and 235:
Page 236 and 237:
Page 238 and 239:
Page 240 and 241:
Page 242 and 243:
10.10 Summary e-business strategies
Page 244 and 245:
11 Creating virtual cultures for gl
Page 246 and 247:
Creating virtual cultures for globa
Page 248 and 249:
Page 250 and 251:
Page 252 and 253:
Page 254 and 255:
Page 256 and 257:
Page 258 and 259:
Page 260 and 261:
Page 262 and 263:
Four stages of market evolution Mar
Page 264 and 265:
Figure 11.4 The four paths of evolu
Page 266 and 267:
References Creating virtual culture
Page 268 and 269:
Page 270 and 271:
Page 272 and 273:
Advanced knowledge, see Knowledge A
show all

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

Create successful ePaper yourself

Delete template?

Save as template?