Purpose -This work aims to develop a process model for the migration of the traditional firm to an appropriate e-business strategy and architecture. Design/methodology/approach -The work is based on a range of published works and professional experience, combining narrative with analysis.Findings -This complex model addresses the multiplicity of factors that must be included in effective e-business migration. The model addresses technology, business processes, strategy and the consequent organizational change. Originality/value -Focuses on a model that can serve as a basis for dispelling a number of myths reflected in current e-business migration and implementation efforts.
2012),"Digital transformation: opportunities to create new business models", Strategy & Leadership, Vol. 40 Iss 2 pp. 16-24 http://dx.
AbstractPurpose -To introduce the special issue on organizational transformation and e-business implementation. Design/methodology/approach -Provides a brief review of the papers within the issue. Findings -The organization transformation brought on by the internet and the adoption of e-business approaches are fertile ground for continuing work. Virtually, all aspects of the structure and process within the organization are affected. Originality/value -Provides a summary of the perspectives considered within the issue.
The contemporary business organization functions in a global economy operating in multiple country environments and with competitive advantage based largely on the ability to develop and manage knowledge. In this interview, Nigel Holden, a prominent expert and contributor to both cross-cultural management and knowledge management, explores his current views of the relationship between the two in the modern multinational company. Calling for a move beyond what he characterizes as a superficial approach for developing a global perspective in Western business education, he focuses on the “art” of cocreating a common cognitive and emotional ground to facilitate sharing of knowledge between individuals and in networks with different cultures in different contexts. In this, he explores the role of tacit knowledge and, particularly, language itself as a knowledge management metaphor and an influence on knowledge transfer. Finally, he elaborates on the challenge of enabling knowledge flows across cultural barriers in international firms.
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