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

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References IS planning strategies for emerging business models richness of partnerships and alliances with suppliers, customers and business partners as input for the next generation of SISP for networks and alliances. Henderson, J.C. and Venkatraman, N. (1994) Strategic alignment: a model for organizational transformation via information technology, in: T.J. Allen and M.S. Scott (eds), Information Technology and the Corporation of the 1990s: Research Studies. Kanter, R.M. (1994) Collaborative advantage, Harvard Business Review, pp. 96–108, July–August. Metes, G., Gundry, J. and Bradish, P. (1998) Agile Networking: Competing through the Internet and Intranets, Upper Saddle River NJ: Prentice Hall. Moore, J.F. (1996) The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems, New York: Harper Business. Venkatraman, N. (1998) IT-enabled business transformation: from automation to business scope redefinition, in: V. Sethi and W.R. King (eds), Organizational Transformation through Business Process Reengineering: Applying the Lessons Learned, Upper Saddle River, NJ: Prentice Hall. Ward, J. and Griffiths, P. (1996) Strategic Planning for Information Systems, 2nd edn, Chichester: Wiley. 77
5 Moving from e-business to i-business strategies in virtual markets 5.1 Introduction . . . where we knock down the walls that separate us from each other on the inside, and from our key constituencies on the outside. (Jack Welch, CEO, GE) Driven by such phenomena as the World Wide Web, mass customization, compressed product life cycles, new distribution channels and new forms of integrated organizations, the most fundamental elements of doing business are changing and a totally new business environment is emerging. This environment variously described as the electronic business community (EBC), electronic economy, electronic market, electronic marketplace or marketspace and the virtual market is characterized by rapid exchange of information within a virtual network of customers and suppliers working together to create value added processes. The virtual market (Figure 5.1) brings with it new forms of IT-enabled intermediation, virtual supply chains, increasing knowledge intensity and information-based business architecture strategies. This new business paradigm goes beyond e-business and can be described more effectively as i-business where core business processes may need to be rethought and redesigned, new organizational forms and interorganizational forms may need to be developed and where the emphasis will be on collaboration rather than competition within the virtual market. i-business is defined as a business with the following core elements: � internetworked market; � internet-enabled supply chain; � interorganizational systems;
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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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Characteristics of the virtual orga
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Figure 2.1 Formation of business al
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� empowerment of staff; Character
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Page 82 and 83: Figure 4.3 A framework for SISP (Wa
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Page 88 and 89: Figure 4.5 Interconnected ecologies
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Globalization and e-business strate
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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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