A Resource-based Approach
INTRODUCTION The best-selling authors in business topics agree that the structure of the workplace must be revamped if corporations are to perform more effectively in a global cyber-based market. Peter Drucker writes of the ‘networked organization’, Michael Hammer and James Champy write of ‘re-engineering the corporation,’ Peter Senge talks of the ‘learning organization’, and Don Tapscott talks of the ‘internetworked business’. Other thinkers, drawing upon complexity theory, contend that companies must emulate biological systems such as neural networks and eliminate rigid hierarchy. Leading corporate strategists promulgate the view that individual workers must be empowered and that the patterns of communications within a worldwide organization must resemble knowledge ecology more than a ﬂowchart. Practitioners, theorists, and futurists alike concur that the challenge for businesses that want to maximize their global presence involves structuring relationships in such a way as to ensure that the right information is delivered to the right people at the right time. In all these views, information technology (IT) and electronic commerce (e-commerce) initiatives play critical roles in the strategy of global competition. If there is a common denominator to the global view of IT initiatives and e-commerce, it is that companies reap the biggest beneﬁts not by superimposing computers on top of old work processes but by restructuring those processes and the corporate culture. This strategy, over time, develops entirely new business capacities. New strategic courses of action were stimulated by a number of world events during the past two decades. Following the breakup of...
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