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

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Figure 4.4 Planning adopts a business network focus IS planning strategies for emerging business models must be an ingredient in successfully forging strategic business networks. So we conclude that the business environment that is rapidly developing (if it is not already a pervasive reality in your area) is one in which distinct boundaries between organizations diminish and dissolve as organizations enter into a variety of possible relationships of varying degrees of strength and commitment with their suppliers, their business customers, their business partners, their end consumers, and even their business competitors. The respective fates of collaborating enterprises become increasingly intermingled; these interdependent business environments being described as an ‘interconnected ecology of firms’, or ‘symbiotic networks’. This is offered in contradistinction to the organization as an ‘island’ notion that was argued to be assumed by the SISP framework previously described. This notion is captured in Figure 4.4. External business environment Internal planning environment of organization Former assumptions in planning External business environment Planning environment of the SBN Internal planning environment of organization Current and future assumptions in planning The question that can thus fairly be posed at this stage is whether the ISP framework of the mid-1990s offers an appropriate model for the strategic business networks of the next century. 4.5 Developing planning strategies for the networked organization While the IS planning literature written during the 1980s and early 1990s did emphasis the external focus of SIS, there was a definite sense in which SISP remained primarily an internal activity of organizations acting largely in isolation. (A legacy from the original ‘islands of computing’ background from within which most practitioners still drew their paradigms.) 67
e-Business Strategies for Virtual Organizations 68 Various methods, tools and techniques used to guide SISP processes involved members of an organization scanning their external business environment (for opportunities and threats), in developing an understanding of their customers’ needs and values (with the view to developing systems to provide real benefits to customers), to considering their business strategies (with a view to using IT to help achieve desired objectives and goals), and so on. Thus, SISP activity acknowledged the external business and IT environment and hence became more outward looking, without too much consideration of the potential of various characteristics of the virtual organization (flexible, temporary structures, heavy reliance on outsourcing of various functions and activities, and interorganizational business processes, for example) to make fundamental changes to the IS requirements of a network of associated organizations. In practice, some consultants sought involvement of external stakeholders in the SISP process, but again this seems to have been geared to ensure that the business strategy and IT initiatives of the organization were indeed targeted towards value adding for these various stakeholder groups. To understand why this is a significant shortcoming, we turn now to an introduction to interorganizational systems. 4.5.1 Interorganizational activity There has been no real sense in which SISP has been viewed or presented as an interorganizational activity, where SISP is taking place simultaneously in a number of organizations whose operations have become highly interdependent and interconnected. There seems to be a distinct sense in which SISP cannot sensibly be undertaken in one part of the ‘organism’ or ‘ecosystem’ (Moore 1996) without also being conducted in other parts of the organism at much the same time. Admittedly some ‘big’ players still use market dominance to stretch their systems outwards into other, smaller players in an industry, simply through enforcing their adoption and compliance, but electronic commerce networks and marketplaces of interconnected small and medium enterprises imply that these might be the exception rather than the norm. Figure 4.5 is an attempt to represent this notion. If the model of the virtual organization, the agile organization, or the strategic business network becomes more prevalent, then there are important ramifications for SISP. Notions of organizational boundaries blur, implying that notions of corporate
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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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1.5 e-business e-business and the v
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Figure 1.3 e-business and the virtu
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Figure 1.4 Virtual objects, Scholz
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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 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 88 and 89: Figure 4.5 Interconnected ecologies
Page 90 and 91: Figure 4.6 The interrelationships b
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Page 96 and 97: References IS planning strategies f
Page 98 and 99: Moving from e-business to i-busines
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Table 6.1 Online business models On
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Globalization and e-business strate
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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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