E‐business migration: a process model

Abstract

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.

E-business's impact on organizational flexibility

“…2. The seven factors describe an organization's ability to be effective in an e-business environment, which includes some of the findings (with emphasis on change management and processes) of Krell and Gale (2005). Interestingly, their findings could be addressed by some of our specific findings.…”

“…Therefore people-centered initiatives such as Communities of Practice where people can actively and informally share knowledge are important, particularly for tacit knowledge, which is often difficult to capture and share technology centered initiatives. Krell and Gale (2005) conclude that e-business migration is a complex process that includes technology, business process, strategy and organizational change with the process perspective being at the heart of e-business implementation. Process is more important than structure in an e-business environment.…”

“…Lumpkin and Dess (2004) explore several ways that firms are using the Internet to add value, and highlight four value-adding activities -search, evaluation, problem-solving and transaction. Krell and Gale (2005) observe that much of the discussion of e-business either fails to address strategic issues or addresses only the limited topic of strategies for electronic markets. Stroud (1998) points out that the benefits the Internet can deliver will not materialize, unless a company adapts its structure and processes.…”

“…Krell and Gale (2005) highlight the need for new business models. The number of organizations using alliances as part of their e-business strategy has surged during the past decade (Ghandour et al, 2004).…”

“…Their case findings demonstrate, the integration of technologies, the differentiation of business models, and the demonstration of value adding in products and services along the customer and supplier chains. Krell and Gale (2005) postulate another model which could assist addressing technology, business processes, strategy, and organization change issues.…”