In einer virtuellen Organisation kooperieren unabhängige Unternehmen mit unterschiedlichen Kernkompetenzen über einen befristeten Zeitraum, um ein gemeinsames Ziel zu erreichen. Auf operativer Ebene vollzieht sich diese Zusammenarbeit durch die Hilfsmittel der Informationstechnologie. Wenn sich solche Unternehmen dauerhaft zu einer Personen- oder Kapitalgesellschaft zusammenschließen, so wird die virtuelle Organisation zur virtuellen Unternehmung; eine strategischen Partnerschaft. Die vorliegende Arbeit diskutiert im ersten Teil Definition, Vorteile, Probleme und innerbetriebliche Grundvoraussetzungen derselben.
Innerhalb dieser Diskussion muß aber auch berücksichtigt werden, das die virtuelle Unternehmung durchaus ein strategisches Mittel darstellt, um in einem Markt operativ erfolgreich zu sein. Ob diese Hypothese für den Multimediasektor zutrifft, beantwortet der restliche Teil der Arbeit. Gerade hier verschwimmen ehemals klar getrennte Industriestrukturen durch Fortschritte im digitalen Datenaustausch. Firmen müssen flexibel auf die Anforderungen des Marktes reagieren.
Um zu bestimmen ob die virtuelle Unternehmung ein geeignetes Instrument darstellt um diese Flexibilität zu gewährleisten, wird vorgeschlagen, daß ein Unternehmen, das Teil einer virtuellen Partnerschaft werden will, sein unmittelbares Marktumfeld, seine strategischen Ziele und seine internen Kompetenzen analysieren muß. Nur wenn diese drei Faktoren zusammenpassen, sollte eine Firma Teil einer virtuellen Unternehmung werden.
In einer Reihe von Fallbeispielen mit Firmen aus dem Silicon Fen bei Cambridge wird dann der oben gewählte theoretische Lösungsansatz erprobt. Die Fallbeispiele basieren auf Interviews mit der Geschäftsleitung dieser Firmen. Der Lösungsansatz besagt im Detail, daß die virtuelle Unternehmung in dem Moment ein nützliches Hilfsmittel für eine Firma darstellt, wenn sie in einem Marktumfeld mit moderatem Risiko und stabilen Industriestandards tätig ist. Außerdem sollte das Unternehmen sich auf dem Markt etabliert haben, und bereit sein seine Position mit gezielten Investitionen zu festigen. Auch die im ersten Teil beschriebenen internen Kompetenzen für die virtuelle Unternehmung sollten vorhanden sein.
Da diese Vorraussetzungen für viele Firmen im Multimediasektor (noch) nicht gegeben sind, sollte der strategischen Ausrichtigung hin zur virtuellen Unternehmung mit Vorsicht begegnet werden. Trotzdem kann das Model für Dienstleister und produzierende Unternehmen, die
Table of Contents
- 1. Introduction
- 1.1. Definition of the problem and aim of the study
- 1.2. Literature Review
- 1.3. Methodology
- 2. The new economics of information
- 2.1. A revolution started by information technology
- 2.2. Information technology is leading businesses into a new era
- 2.3. Knowledge as the critical factor in the new era
- 2.4. Examples for the impact of information age on the economic environment
- 2.4.1. Transformation of markets
- 2.4.2. New status of the customer
- 2.4.3. Expansion of the traditional boundaries of an organisation
- 2.5. Necessity of new approaches to corporate strategy and organisation
- 3. The virtual corporation - a strategy for information age?
- 3.1. Defining the virtual corporation
- 3.1.1. Focus on virtual reality
- 3.1.2. Focus on core competencies
- 3.1.2.1. Case study: Agile Web Inc. as an example for a virtual corporation
- 3.2. Advantages of the virtual corporation
- 3.2.1. Increased flexibility
- 3.2.2. Quality and timely provision of goods and services
- 3.2.3. Decreased levels of cost and risk
- 3.2.4. Improved knowledge management
- 3.3. Capabilities needed when creating a virtual corporation
- 3.3.1. Complementary skill base
- 3.3.2. Appropriate information and communication infrastructure
- 3.3.3. Leadership
- 3.3.4. Trust, joint values and a common goal
- 3.3.5. Empowered and informed workforce
- 3.4. Potential drawbacks
- 3.4.1. Legal difficulties
- 3.4.2. Internal control and strategy formation
- 3.4.3. Size
- 3.5. Related concepts - What is not a virtual corporation
- 3.5.1. Outsourcing
- 3.5.2. Strategic alliances
- 3.5.3. Intra-organisational networks
- 3.6. Putting theory into practice
- 4. The converging I.C.E. sector - shaping the framework of information age
- 4.1. Possible classification of the I.C.E. sector
- 4.2. Why the I.C.E. is converging
- 4.2.1. Digital technology
- 4.2.2. The Internet
- 4.3. Characteristics of convergence
- 4.3.1. The Internet as a platform for convergence
- 4.3.2. Resulting convergence of industries
- 4.4. Channelling Change
- 4.4.1. Importance of strategic alliances, acquisitions and product diversification
Objectives and Key Themes
This study investigates the suitability of forming virtual corporations within the converging information, communication, and entertainment (ICE) sector. It aims to identify which types of organizations and business ventures are best suited for this model and explain the reasons behind their suitability. The study uses a framework that considers industry environment, strategic objectives, and organizational capabilities to assess this fit. * The viability of virtual corporations in the ICE sector. * The strategic advantages and disadvantages of virtual corporations. * The necessary organizational capabilities for successful virtual corporation participation. * The impact of industry convergence on organizational structures. * The role of information technology in facilitating virtual corporations.Chapter Summaries
1. Introduction: This introductory chapter sets the stage for the study by defining the research problem: determining which organizations are suitable for forming virtual corporations within the converging information, communication, and entertainment (ICE) sector. It outlines the study's objective to explore this question, providing a clear research aim and a brief overview of the methodology used to achieve the study's objectives. This chapter lays the foundation for the subsequent chapters, which delve deeper into the theoretical framework, empirical findings, and the overall conclusions. 2. The new economics of information: This chapter explores the transformation of the economic landscape driven by information technology. It examines how information technology is revolutionizing businesses and creating a new era where knowledge is a crucial factor. The chapter offers specific examples of market transformations, changes in customer status, and the expansion of organizational boundaries caused by the information age. This sets the context for understanding why new organizational structures, such as virtual corporations, are becoming increasingly relevant. 3. The virtual corporation - a strategy for information age?: This core chapter defines the concept of a virtual corporation, contrasting it with similar models like outsourcing and strategic alliances. It systematically analyzes the advantages of this organizational structure, such as increased flexibility, cost reduction, and improved knowledge management. The chapter also critically examines potential drawbacks, including legal complexities, difficulties in internal control, and challenges related to size and scale. A case study is included to illustrate a successful example of a virtual corporation in action. This comprehensive analysis provides a balanced view of the opportunities and challenges associated with this organizational strategy. 4. The converging I.C.E. sector - shaping the framework of information age: This chapter focuses on the converging information, communication, and entertainment sector, analyzing its characteristics and the forces driving convergence (digital technologies and the internet). It explores the impact of convergence on industry structures and examines how companies can effectively respond to the changes. This chapter directly links the theoretical framework of virtual corporations developed in previous chapters to a specific, dynamic industrial context, showcasing the practical relevance of the chosen topic.Keywords
Virtual corporation, information technology, ICE sector (information, communication, entertainment), industry convergence, strategic alliances, core competencies, organizational flexibility, risk management, knowledge management.
Frequently Asked Questions: A Comprehensive Language Preview
What is the main topic of this study?
This study investigates the suitability of forming virtual corporations within the converging information, communication, and entertainment (ICE) sector. It aims to identify which types of organizations and business ventures are best suited for this model and explain the reasons behind their suitability.
What are the key themes explored in this study?
The key themes include the viability of virtual corporations in the ICE sector; the strategic advantages and disadvantages of virtual corporations; the necessary organizational capabilities for successful virtual corporation participation; the impact of industry convergence on organizational structures; and the role of information technology in facilitating virtual corporations.
What is a virtual corporation, and how is it defined in this study?
The study defines a virtual corporation and differentiates it from similar models like outsourcing and strategic alliances. It analyzes the advantages (increased flexibility, cost reduction, improved knowledge management) and disadvantages (legal complexities, internal control difficulties, challenges related to size and scale) of this organizational structure.
What is the significance of the converging ICE sector in this study?
The study focuses on the converging information, communication, and entertainment (ICE) sector, analyzing its characteristics and the forces driving convergence (digital technologies and the internet). It explores the impact of convergence on industry structures and examines how companies can effectively respond to the changes. This links the theoretical framework of virtual corporations to a specific, dynamic industrial context.
What methodology is used in this study?
The study uses a framework that considers industry environment, strategic objectives, and organizational capabilities to assess the suitability of virtual corporations within the ICE sector. A case study is also included to illustrate a successful example of a virtual corporation.
What are the key findings or conclusions of this study (as summarized)?
The chapter summaries provide a high-level overview of the findings, highlighting the advantages and disadvantages of virtual corporations, the necessary capabilities for success, and the impact of industry convergence. The specific details and conclusions are elaborated in the individual chapters.
What are the key words associated with this study?
Keywords include: Virtual corporation, information technology, ICE sector (information, communication, entertainment), industry convergence, strategic alliances, core competencies, organizational flexibility, risk management, knowledge management.
What is included in the Table of Contents?
The table of contents outlines the structure of the study, including an introduction, a chapter on the new economics of information, a detailed chapter on virtual corporations, a chapter on the converging ICE sector, and a concluding section.
What is the objective of the study?
The objective is to investigate the suitability of forming virtual corporations within the converging information, communication, and entertainment (ICE) sector and identify which types of organizations are best suited for this model.
- Arbeit zitieren
- Christoph Schulner (Autor:in), 1998, Permanent virtual corporation. Advantages, potential drawbacks and organisational requirements, München, GRIN Verlag, https://www.grin.com/document/185190
