e-Business Strategies for Virtual OrganizationsRoutledge, 22 aug 2007 - 272 pagina's 'e-Business Strategies for Virtual Organizations' enables IT managers and directors to develop and implement IT strategies and infrastructures for new models of doing business based on the Internet. The authors provide a brief introduction to the concepts and strategic issues surrounding information warfare, managing organizational knowledge, and the information economy. The virtual organization is now an important business model for contemporary business organizations and the flexibility and adaptability of the virtual organization make it ideal for survival in today's highly competitive and dynamically changing markets. Modern corporations may utilize some of the features of the virtual organization to develop the ideal organization to a greater or lesser extent depending on individual business circumstances. This book covers the issues involved in planning, realizing and managing such a virtual organization, and the role of information and communication technologies in supporting virtual organizations and virtual organizing is addressed throughout. |
Inhoudsopgave
| 1 | |
2 Characteristics of the virtual organization | 16 |
3 ebusiness models for virtual organizations | 32 |
4 IS planning strategies for emerging business models | 56 |
5 Moving from ebusiness to ibusiness strategies in virtual markets | 78 |
6 Globalization and ebusiness strategies for SMEs | 110 |
7 Developing knowledgebased strategies for a virtual organization | 143 |
Overige edities - Alles bekijken
E-Business Strategies for Virtual Organizations Janice Burn,Peter Marshall,Martin Barnett Gedeeltelijke weergave - 2002 |
e-Business Strategies for Virtual Organizations Janice Burn,Peter Marshall,Martin Barnett Gedeeltelijke weergave - 2007 |
Veelvoorkomende woorden en zinsdelen
activities alignment assets Balanced Scorecard benefits business environment business model business processes business strategy buyers capabilities change management Chapter collaboration company's competitive advantage competitors components consumer coopetition core competencies corporate costs create culture e-business e—business economy effective efficient electronic commerce electronic market emerging employees enterprise example expertise exploitation factors Figure firm’s firms flexibility focus framework function global identify important improve increased industry information systems innovation integrated interaction intermediaries internal Internet interorganizational inventory knowledge management leverage linkages marketplace marketspace measure online infrastructure operations opportunities organizational form outsourcing partnerships performance planning potential reflect relationships retail role shared SISP skills sourcing stage star alliance strategic business network structure success suppliers supply chain management tion traditional transactions transformation value chain value network virtual community virtual face virtual market virtual organization virtual value Webvan