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

e-Business Strategies for Virtual Organizations
advantages of coopetition, but in practice they still want to be
sure that they can distinguish it from old-fashioned collusion.
And as Microsoft’s on-again, off-again antitrust investigation
shows, separating new ways of doing things right from old
ways of doing things wrong is far from easy.
We can expect the trend of ‘working with the enemy’, as some
describe it, to continue. And its deployment is not restricted to
computing or high tech examples. Industry by industry, corporate
giants and newcomers alike are finding ways to work with
their rivals on Internet projects. Competitors such as Compaq
and Hewlett Packard, Goodyear and Michelin, and Kmart and
Target are cooperating on the development of e-hubs (see
Chapter 11). When Ford and General Motors decided to merge
their separate procurement plans into a single e-marketplace,
both the scale and the cooperative nature of the new beast
stunned the business world.
4.7 Proposed new SIS planning model
Figure 4.7
A revised framework
for SISP in strategic
business networks
(SBNs)
74
From the argument developed above, we see that a revised
framework for SISP is needed, and we offer such a revised
framework in Figure 4.7. This, we argue, takes into account the
particular nature and requirements of strategic business
networks in an age of cross-boundary systems and the need
for business alliances to integrate systems for rapid response.
C
B
A
Internal business
environment
C
B
A
Internal IS/IT
environment
C
B
A
Business plan
and strategies
Network business
environment
External business
environment
External IS/IT
environment
Network IS/IT
environment
Network
business plan
ISP for
SBNs
SBN IS strategy
WHAT
SBN IT strategy
HOW
C
B
A
Internal IS
strategy
C
B
A
Internal IT
strategy