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
4.4.2. Convergence and the virtual corporation
5. When is virtual virtuous? - development of a decision making framework
5.1. The framework explained
5.1.1. The strategy - organisation - environment nexus
5.1.2. Extended fit between virtual partners
5.2. Industry environment
5.2.1. Level of risk and uncertainty
5.2.1.1. Influence of industry standards on market risk
5.2.2. Product characteristics
5.3. Strategy
5.3.1. Strategic objectives
5.3.2. Strategic postures and strategic moves
5.4. Need for corresponding organisational capabilities
5.5. Summary of theoretical findings
6. Validation of the framework through selected case studies
6.1. Laser Scan Plc
6.2. Advanced Rendering Technology
6.3. APM Ltd
6.4. Discussion of overall findings
7. Conclusion
Objectives and Topics
This study explores the viability of the virtual corporation (V.C.) as a strategic model for companies within the information, communication, and entertainment (I.C.E.) sector. It investigates how firms can adapt to a rapidly changing and converging market environment by balancing strategic objectives, organisational capabilities, and industry conditions to determine if the virtual model provides a sustainable competitive advantage.
- Theoretical evaluation of the virtual corporation as a strategic management tool.
- Analysis of the converging I.C.E. sector and its specific industry characteristics.
- Development of a decision-making framework based on industry risk, strategy, and organisational fit.
- Validation of the proposed framework through empirical case studies of high-tech firms in the "Silicon Fen."
Excerpt from the Book
3.1.2. Focus on core competencies
As opposed to reproducing its existing structure in a virtual reality, a firm can also try to attain its goals through creating an entirely new type of organisation that operates in the real world. It achieves ‘virtually’ the same effect as if operating as an independent entity. This interpretation of a virtual organisation is also called the ‘American model’, as it was first identified and put into practice in the United States. One of the first articles to mention the model was by John Byrnes. He comments on the virtual organisation:
‘ It is a network of companies which come together quickly to exploit fast-changing opportunities. In a virtual corporation (organisation) , companies can share costs, skills, and access to global markets, with each partner contributing what it is best at. ’40
Figure 3.2. explains the model. In a virtual organisation independent firms employ their complementary core competencies to combine their skills either horizontally or vertically along the value chain. Electronically connected through information and communication technology, they are united to achieve a common goal which no one could reach on its own.
Summary of Chapters
1. Introduction: Defines the research problem regarding the suitability of virtual corporations in the converging I.C.E. sector and outlines the study's aim and methodology.
2. The new economics of information: Analyzes how information technology and the rise of knowledge-based competition have transformed markets, distribution channels, and organizational boundaries.
3. The virtual corporation - a strategy for information age ?: Establishes a formal definition of the virtual corporation, discusses its potential advantages and drawbacks, and reviews related management concepts like outsourcing and strategic alliances.
4. The converging I.C.E. sector - shaping the framework of information age: Examines the drivers of convergence in the I.C.E. sector, such as digital technology and the Internet, and evaluates current corporate responses to these structural changes.
5. When is virtual virtuous? - development of a decision making framework: Introduces a decision-making model based on the fit between industry risk, company strategy, and organisational capabilities to help firms evaluate the V.C. model.
6. Validation of the framework through selected case studies: Compares the theoretical framework against real-world scenarios through interviews with executives at firms in the Cambridge "Silicon Fen."
7. Conclusion: Summarizes the findings, confirming that while the virtual corporation is a viable strategic tool, its success is highly dependent on specific environmental and organisational conditions.
Keywords
Virtual Corporation, Information Technology, I.C.E. Sector, Strategic Management, Core Competencies, Industry Convergence, Organisational Strategy, Market Risk, Innovation, Strategic Alliances, Knowledge Management, Virtual Organisation, Silicon Fen, Competitive Advantage, Digital Convergence
Frequently Asked Questions
What is the primary focus of this study?
The study examines whether the virtual corporation model is a suitable and effective strategic tool for firms operating in the converging information, communication, and entertainment (I.C.E.) sector.
What are the central themes of the research?
Key themes include the impact of information technology on industry structures, the importance of core competencies, the management of virtual teams, and the alignment of strategy with market environments.
What is the central research question?
The research asks which types of organizations and business ventures are suitable to form virtual corporations in the I.C.E. sector and why this model might—or might not—be the optimal solution for them.
Which scientific methodology is employed?
The research uses a qualitative approach, combining a literature review on organizational theory with an analysis of market trends, followed by empirical validation through case studies and expert interviews.
What is covered in the main body?
The main body covers the economic shift toward an information age, defines the virtual corporation, analyzes the characteristics of the I.C.E. sector, and presents a framework for deciding when to adopt a virtual business model.
Which keywords characterize this work?
The study is characterized by terms such as virtual corporation, I.C.E. sector, strategic management, core competencies, industry convergence, and market risk.
How does market risk influence the suitability of a virtual corporation?
The study concludes that the virtual model is most effective in environments with moderate market risk and stable standards; in highly volatile or "fledgling" markets, the model may be less effective compared to in-house development.
What role do core competencies play in the virtual model?
Core competencies are critical; the virtual corporation acts as a "best-of-everything" organization, allowing partners to pool their unique strengths to achieve results that no single firm could attain alone.
Why are "Silicon Fen" case studies included?
These case studies serve to test the theoretical framework against corporate reality, providing insights into how actual high-tech firms perceive and utilize (or reject) the virtual model based on their specific strategies.
Is the virtual corporation considered a "miracle cure" for all firms?
No, the author concludes that the virtual corporation is not a panacea but a strategic option that requires a precise fit between a firm's strategy, environment, and internal capabilities.
- Citation du texte
- Christoph Schulner (Auteur), 1998, Permanent virtual corporation. Advantages, potential drawbacks and organisational requirements, Munich, GRIN Verlag, https://www.grin.com/document/185190
