| Description |
xviii, 254 pages : illustrations ; 25 cm |
| Series |
Computer Weekly professional series |
|
Computer weekly professional series.
|
| Contents |
Machine derived contents note: 1 e-business and the virtual organization - a new -- rationale for 21st century organizations 1 -- 1.1 Introduction 1 -- 1.2 The new economy 2 -- 1.3 Is the 'new economy' really new? 4 -- 1.4 Framework of e-business 5 -- 1.5 e-business 9 -- 1.6 Technology as enabling virtual organizations 12 -- 1.7 What do we mean by a virtual organization 13 -- 1.8 Summary 15 -- 2 Characteristics of the virtual organization 16 -- 2.1 Introduction 16 -- 2.2 Characterizing the essence of the virtual -- organization 17 -- 2.3 The collaborative VO as the agile contender 18 -- 2.4 Summary of characteristics of the agile VO 22 -- 2.5 Essential organizational processes and activities 23 -- 2.6 What makes the VO different? 25 -- 2.7 Managing in the virtual organization: success -- factors 27 -- 2.8 Summary 30 -- -- -- -- 3 e-business models for virtual organizations 32 -- 3.1 Introduction 32 -- 3.2 The contemporary context for organizational -- change 33 -- 3.3 Strategies for widespread presence 35 -- 3.4 Models of efficient response 43 -- 3.5 Virtual alliance framework 50 -- 3.6 Virtual organizational change 52 -- 3.7 Summary 54 -- 4 IS planning strategies for emerging business -- models 56 -- 4.1 Introduction 56 -- 4.2 Background to planning theory 57 -- 4.3 How IS planning has evolved 58 -- 4.4 Planning for new and forthcoming business -- environments 65 -- 4.5 Developing planning strategies for the -- networked organization 67 -- 4.6 Coopetition: the new (name of the) game in -- town 72 -- 4.7 Proposed new SIS planning model 74 -- 4.8 Conclusion 75 -- 5 Moving from e-business to i-business strategies in -- virtual markets 78 -- 5.1 Introduction 78 -- 5.2 Internetworked markets 79 -- 5.3 Strategies for i-markets 82 -- 5.4 The chain gang 84 -- 5.5 Supply chain management (SCM) 85 -- 5.6 Value chains 91 -- 5.7 The basic concept 93 -- 5.8 The value system 95 -- 5.9 Implementing the value chain analysis 96 -- 5.10 Demand chains 98 -- 5.11 Virtual value chains 100 -- 5.12 Strategies for value networks 101 -- 5.13 Market mediation 103 -- 5.14 Strategies for i-business 105 -- 5.15 Managing i-business 106 -- 5.16 Summary 108 -- -- -- -- 6 Globalization and e-business strategies for SMEs 11C -- 6.1 Introduction 11C -- 6.2 Developing infrastructures for global e-business 112 -- 6.3 Strategic framework for managing a global SME -- business 114 -- 6.4 The virtual strategic perspective 115 -- 6.5 Choice of online business model 116 -- 6.6 Transforming the SME environment 119 -- 6.7 Virtual infrastructure management 119 -- 6.8 Case studies 122 -- 6.9 Mapping the transformation 127 -- 6.10 Developing a strategic plan 127 -- 6.11 The consultant engagement process 131 -- 6.12 Summary 132 -- Appendix 1 - Case: Preparing to start on online -- business from scratch 133 -- Appendix 2 - DiBLOCKKA.com: Building a -- successful online business on the -- Internet 136 -- 7 Developing knowledge-based strategies for a virtual -- organization 143 -- 7.1 Introduction 143 -- 7.2 Developing knowledge-based strategies for a -- virtual organization 143 -- 7.3 Knowledge management - what it is and -- what it isn't 144 -- 7.4 Knowledge as an asset 147 -- 7.5 Knowledge classification 148 -- 7.6 Strategies for managing knowledge 152 -- 7.7 Creating knowledge strategies 154 -- 7.8 Dynamic strategies for virtual organizations 156 -- 7.9 Knowledge management in the virtual -- organization 159 -- 7.10 Virtual change management 161 -- 7.11 Strategies for transition 162 -- 7.12 Summary 165 -- 8 Evaluating strategies for e-business change 167 -- 8.1 Introduction 167 -- 8.2 Coevolutionary strategies 168 -- 8.3 e-business: opportunities and threats 170 -- 8.4 Return on investment and risk analysis 172 -- -- -- -- 8.5 Development of the Balanced Scorecard (BSC) 175 -- 8.6 Value measurement 179 -- 8.7 Identifying the economics of e-business 180 -- 8.8 Reviewing organizational readiness for change 182 -- 8.9 Demonstrating the need for an action plan 184 -- 8.10 Summary: evaluating strategies for e-business 186 -- 9 Outsourcing, partnering and the virtual -- organization 187 -- 9.1 Introduction 187 -- 9.2 The PriceWaterhouseCoopers e-business staged -- model 188 -- 9.3 The Alliance for Converging Technologies -- Model 191 -- 9.4 Outsourcing 194 -- 9.5 Strategic outsourcing, transformational -- outsourcing and tactical outsourcing 196 -- 9.6 Strategic outsourcing and core competencies 197 -- 9.7 Linking outsourcing to strategy 198 -- 9.8 Leadership traits needed for outsourcing 200 -- 9.9 Summary 201 -- 10 e-business strategies in the virtual organization 204 -- 10.1 Introduction 204 -- 10.2 e-business and ERP 205 -- 10.3 B2B fulfilment and operations 207 -- 10.4 Customer orientation 210 -- 10.5 Getting close to customers within e-hubs 214 -- 10.6 Cosset the customer - web-based call centres 217 -- 10.7 A framework for e-business change -- management 219 -- 10.8 Analysing the change environment 220 -- 10.9 Successful management of change 222 -- 10.10 Summary 223 -- 11 Creating virtual cultures for global online -- communities 225 -- 11.1 Introduction 225 -- 11.2 e-business cultures 226 -- 11.3 Culture and the virtual organization 229 -- 11.4 Community building 232 -- 11.5 The customer as king 233 -- -- -- -- 11.6 The increasing power of the connected -- customer 234 -- 11.7 Community building through ICT 237 -- 11.8 Community building: the ActionAce.com case 239 -- 11.9 Global communities 241 -- 11.10 Strategies for global change 245 -- 11.11 Summary 246 -- Appendix 1 - Case: Little River Winery Co. 248 |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Electronic commerce.
|
|
Virtual corporations.
|
| Author |
Barnett, Martin.
|
|
Marshall, Peter, 1945 June 5-
|
| LC no. |
2003389582 |
| ISBN |
0750649437 (paperback) |
|
