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

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IS planning strategies for emerging business models cheaply?) with little regard to other, related systems. The deployment of IT was generally in the category of localized exploitation, and so fragmented islands of automation developed within organizations. This in turn led to subsequent planning efforts directed towards developing interfaces between these disparate systems. 4.3.3 The rise of management information systems (MIS) thinking As more data became stored across the organization and with the advent of more flexible and user-friendly tools, managers were encouraged and increasingly enabled to access data from more than one of the ‘islands of automation’ that created, manipulated and stored records for the organization. They were provided with new tools for the job through what were called management information systems (MIS). As well as continuing the task of the business process automation characteristic of the DP era, the new MIS thinking took a broader view of organizational activity. Within MIS systems the effectiveness of managerial performance and decision making was highlighted, with IS planning focusing more on developing a portfolio of information systems that supported and facilitated management decision making and the effective monitoring and control of employee activities. In addition, IS planning came to involve the development of organizational policies to prioritize organizational information requirements and to coordinate the roles of empowered end users and the IT department in an increasingly complex IT environment. IS planning was thus concerned with an explicit attempt to integrate at both a technical and informational level, and thus changes envisaged for the organization would involve elements of internal integration. It is important to note that planning during both the DP and MIS eras was primarily internally orientated. 4.3.4 On to strategic information systems (SIS) Extending the scope and range of existing DP and MIS-type systems, the 1980s and 1990s saw the advent of strategic IS (SIS) systems geared to improving an organization’s competitive position, to changing the way business is conducted, and/or to 59
e-Business Strategies for Virtual Organizations 60 establishing close links to business partners and customers. SIS are viewed as flexible, externally focused, and driven by business initiatives and requirements. The emphasis in planning thus shifts to understanding customer requirements and the business environment, with efforts directed to aligning IT efforts with the articulated business strategy. Thus there was a shift in ISP from essentially planning basic support services using IT, to recognizing the potential of IT to offer competitive advantage and relying on ISP as a key enabling factor in the achievement of business strategy. Another important shift involved the recognition that process design considerations would often be an essential aspect of the business strategy–IS strategy nexus, with the transformatory impacts of IT becoming more evident. 4.3.5 Planning for the new SIS Not surprisingly, given the emerging tools, unprecedented scope of systems thinking, and intense management interest, planning thinking changed significantly during the SIS era. Although still primarily internally focused, for the first time, planners were encouraged to look outwards from their organization into the external business and IT environments. The external environments were believed to offer insights into appropriate developments to protect, defend and reposition the organization, and also to take advantage of particular opportunities that may be available. External forces could sometimes even have the effect of initiating an investment decision. ISP was now underpinned by the recognition that business success in the modern business environment might now be contingent upon strategic and appropriate IS/IT investments, with particular consideration given to the role of IT in effecting transformation of existing business processes. This evolutionary process of SISP is illustrated in Figure 4.1. It is worth noting in passing that although SISP planners thus made gestures of concern regarding the external environment, they did not usually or routinely engage with the external environment in the planning of interorganizational systems. In the section which follows, some of the basic frameworks for SISP that emerged during the late 1980s and early 1990s will be reviewed, and their contribution to planning considered. In particular, some of the assumptions underpinning these frameworks will be considered, particularly in the light of modern business environments.
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e-Business Strategies for Virtual O
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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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e-business and the virtual organiza
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Figure 1.2 e-business and the virtu
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e-business and the virtual organiza
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Page 30 and 31: Figure 1.3 e-business and the virtu
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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 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
Page 96 and 97: References IS planning strategies f
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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Outsourcing, partnering and the vir
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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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