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All Posts Term: Strategy
7 post(s) found

The Virtual Organization and Information Technology (Part 5/5)

 

Collaboration and TechnologyOrganizations seeking to develop a virtual business model must also be in a position to effectively implement it on a business level and on a technological level. (Venkatraman, 1994; Venkatraman & Henderson, 1993,1998).
 
One of today’s hottest IT topics is how to cheaply and effectively inter-connect processes. Collaboration emerged out of the relative cheapness and ubiquity of Internet technologies. Champy (2002) states ”E-business is a natural reaction to today’s competitive environment[i]. But e-business means a lot of things to a lot of people. In current literature, e-business has taken on several definitions over time i.e.:
 
·         Strategic approach
·         A set of enabling technologies (Porter, 2001),
 
Since technology is a critical success factor to any virtual organizing strategy, the analysis of e-business is interesting due to its business focus and its ability to flexibly and rapidly support changing business needs and requirements. In essence, e-business is a composite of the above-mentioned perspectives and whose definition can be used inter-changeably with virtual organizing because of its open technologies and collaborative strategies.

 

The Virtual Organization and Processes (Part 4/5)

How should you look at processes when designing a virtual organization?

In order to effectively manage activities across organizations' it becomes critical to have certain processes in place to manage as well as measure performance and quality (Hammer, 2001; Champy, 2002; P-CMM v2.00, July 2001). According to Venkatraman (1994), organizations seeking to effectively integrate with business partners must first get their house in order through the use of BPR – Business Process Redesign/Re-engineering. Hammer (2001) says that for those who have re-engineered their internal business processes and extracted most of the value available internally, must now look at integrating and re-engineering externally to yield the next gains in value and profitability.

 

The Virtual Organization and Strategies (Part 3/5)

This article highlights and discusses Venkatraman and Henderson's take on the various vectors of Virtual Strategy.

What is a virtual strategy? What does it cover within the company? Who is affected? Who benefits? Venkatraman & Henderson (1998) reflect these questions in a 3 vector and 3 stages model (presented in Figure 5) that is aligned in spirit with Chesbrough & Teece's view that no one formally defined structure will ensure the success of a virtual organization.

The virtual organization – Competencies and Resources (Part 2/5)

This article covers the competencies, resources and assets that must be developped when making the transition to virtual organizing

A variety of authors have generated lists of firm capabilities and resources that may enable firms to conceive of and implement value-creating strategies (Barney, 1991; Bharadwaj, 2000).

In order to better define Venkatraman & Henderson's virtual organization, we have broken it down into components that are inspired by Barneys' (1991) three generic resource types and Nitin Nohria's (2003) model of organizational competencies; competencies that have characterized firms who performed exceptionally and developed or maintained a leadership position over the last 10 years. Nohria also suggests that to achieve overall success you need to excel in all 4 primary competencies and at least 2 of the secondary (See Figure 3). However Nohria emphasizes execution as primary means of success and differentiation.

Defining the Virtual Organization (Part 1/5)

IBM PC - A virtual EnterpriseTraditional definitions of the Virtual Organization have mostly taken a commodity-based, view of the interactions among partners (Kanter, 1994; Chesborough & Teece, 1996). One of the most notable examples of this type of virtual strategy to produce and deliver a product is the IBM PC. The early success of this venture was based on the same principals as those presented by Chesbrough & Teece's (1996) definition of a virtual organization:

Processes, simulation and networks - Building meaningful analysis

For almost 15 years we have been witnessing a fundamental shift in how we do business, how we live and how we envision the world. Some have referred to this as a Paradigm Shift (Senge, 1991) brought on by cheaper and more accessible technologies (Ashkenas et al. 1995). As business people, we are constantly faced with solving problems and driving results, but that task is becoming more difficult because the lay of the land has changed and is going to continue to change – for everybody and every industry.