An e-strategy framework: creating and sustaining competitive advantage in the New Economy
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
2002
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XLIII, 324 S. graph. Darst. |
Internformat
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Datensatz im Suchindex
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| adam_text | Table of Contents
Table of Contents I
List of Figures and Tables V
Chapter I Introduction
1 Research Problem 1
1.1 Practical Background of the Problem 3
1.2 Theoretical Background of the Problem 6
2 Research Objective, Scientific Approach, and Research Design 10
2.1 Research Objective 10
2.2 Scientific Approach 11
2.3 Research Design 14
3 Definition and Description of Key Concepts 17
3.1 e Strategy 17
3.2 Creating and Sustaining Competitive Advantage 18
3.3 A New Economy View (NEV) 23
4 Outline of the Dissertation 26
Chapter II Creating and Sustaining Competitive Advantage
in the New Economy
1 Overview: The Changing Nature of Competition in the New Economy 29
1.1 Understanding and Defining the New Economy 30
1.2 An Enacted View of the New Economy: Constituent Trends and Forces 32
1.2.1 Informatization and Digitization: From Atoms to Bits 33
1.2.2 The Internet: Ubiquitous Connectivity and Networks Everywhere 42
1.2.3 The Global Village: Business Anywhere and Anytime 52
1.3 Summary and Conclusion: The New Economy is Digital and Soft, Connected,
and a Global Village 58
2 Review: Traditional Concepts of Competitive Advantage 61
2.1 The Market Based View (MBV): Industry Structure and Firm Position as Sources of
Competitive Advantage 62
2.1.1 Porter s Five Forces Framework of Industry Analysis (Porter, 1980, 1985) 62
2.1.2 Porter s Generic Strategies (Porter, 1980) 64
2.1.3 Porter s Value Chain (Porter. 1985) 65
2.1.4 Appraisal and Critique of the MBV 67
2.1.4.1 Discussion of the Applicability and Usefulness of Traditional
MBV Concepts in the New Economy 68
2.1.4.2 Conclusion: Shortcomings of the MBV and Implications for
Competitive Advantage in the New Economy 83
II An e Strategv framework 2.2 The Resource Based View (RBV): Firm Resources, Capabilities, and Core
Competencies as Sources of Competitive Advantage 85
2.2.1 Firm Resources, Capabilities and Core Competencies 86
2.2.2 Appraisal and Critique of the RBV 89
2.2.2.1 Discussion of the Applicability and Usefulness of the RBV
in the New Economy 90
2.2.2.2 Conclusion: Shortcomings of the RBV and Implications for
Competitive Advantage in the New Economy 95
2.3 Concluding Remarks 97
Chapter III The e Strategy Framework
1 New View: Introduction to the e Strategy Framework 101
1.1 The New Economy View (NEV): Value Patterns as Sources of Competitive
Advantage 102
1.2 The Four Dimensions of Competitive Advantage 105
1.2.1 Structural Dimension Value is in Networks 105
1.2.2 Spatial Dimension Value is in Anywhere Presence 110
1.2.3 Temporal Dimension Value is in Anytime Presence 112
1.2.4 Material Dimension Value is in Intangibles 114
1.2.5 The Four Dimensions of the e Strategy Framework 116
2 The Structural Dimension 118
2.1 Links: The Connectedness of the Focal Firm 121
2.1.1 Reflection 122
2.1.1.1 Transaction Cost Economics 123
2.1.1.2 The Strategic Network Perspective 126
2.1.1.3 Formulation of the 1st e Strategy Principle 129
2.1.2 Applications and Illustrations Leverage Links! 130
• Orchestrators: Concentrate on the Core and Connect 131
Case Example Nike 136
• Strategic Partnerships: Pool Resources with Allies and
Collaborate with Complementors 137
Case Example KPMG and CISCO 144
• Extended Enterprise: Co opt Customer Competence 146
Case Example Microsoft 149
O Summary 151
2.2 Nodes: The Embeddedness of the Focal Firm 152
2.2.1 Reflection 152
2.2.1.1 Social Network Theory 153
2.2.1.2 Formulation of the 2nd e Strategy Principle 155
2.2.2 Applications and Illustrations Be a Hub!1 157
• Virtual Integrators: Configuring the Provider Network for Centrality 158
Case Example Nike 160
• Infomediaries: Infomediate Buyer and Seller Relationships 161
Case Example LetsBuyh.com 164
• Market Makers: Aggregate Supply and Demand in an e Marketplace 166
Case Example My Aircraft 169
O Summary 171
2.3 Wrap Up Structural Dimension 172
Table of Contents III
3 The Spatial Dimension 174
3.1 Size: The Scale and Scope of the Value Web 174
3.1.1 Reflection 175
3.1.1.1 Supply Side Advantages of Size 175
3.1.1.2 Demand Side Advantages of Size 177
3.1.1.3 Formulation ofthe 3rd e Strategy Principle 178
3.1.2 Applications and Illustrations Grow Big! 181
• Open Source: Give It Away to Attract a Virtual Work Force 182
Case Example OpenOffice.org 186
• Affiliate Networks: Build a Virtual Marketing and Sales Force 187
Case Example Amazon 189
• Free Products and Services: Give It Away to Build a Large User Base 191
Case Example Netscape 194
• Viral Marketing: Turn Customers into a Sales Force 196
Case Example Hotmail 198
O Summary 200
3.2 Distance: The Span of Links 201
3.2.1 Reflection 201
3.2.1.1 The Advantages and Disadvantages of Distance 202
3.2.1.2 Formulation of the 4* e Strategy Principle 204
3.2.2 Applications and Illustrations Grow Close!1 206
• Customization: Partnership Sourcing and One to One Marketing
Relationships 207
Case Example MyYahoo! 213
• Disintermediation: Direct Sourcing and Direct Selling 215
Case Example Dell 218
S Summary 219
3.3 Wrap Up Spatial Dimension 221
4 The Temporal Dimension 223
4.1 Duration: The Length of a Relationship 223
4.1.1 Reflection 224
4.1.1.1 Efficiency and Effectiveness Advantages of Relational Exchanges 225
4.1.1.2 Formulation of the 5* e Strategy Principle 228
4.1.2 Applications and Illustrations Reinforce Relationships! 231
• Learning Relationships: Building Relationship Capital with Providers 232
• Loyalty Programs: Locking In Customers 234
Case Example American Airlines 2J8
O Summary 239
4.2 Timing: The Coincidence of Events 241
4.2.1 Reflection 242
4.2.1.1 Advantages and Disadvantages ofTiming Events 242
4.2.1.2 Formulation of the 6* e Strategy Principle 245
4.2.2 Applications and Illustrations Be Prepared! 247
• Adaptive Enterprise: Sense and Respond 248
Case Example mySAP.com 251
• Real Time Enterprise: Creating Customer Convenience 253
Case Example FedEx 257
O Summary 259
4.3 Wrap Up Temporal Dimension 260
IV An e Strategv framework 5 The Material Dimension 262
5.1 Content: The Material Configuration of the Network 263
5.1.1 Reflection 263
5.1.1.1 The Advantages of Intangibles 264
5.1.1.2 Formulation of the 7Ih e Strategy Principle 268
5.1.2 Applications and Illustrations Go Soft! 270
• Virtual Communities: Seizing the Power of Online Relationships 271
Case Example (Village 275
3 Summary 277
5.2 Form: The Representation and Packaging of Resources 278
5.2.1 Reflection 279
5.2.1.1 The Value Creation Potential of Digital Resources 280
5.2.1.2 Formulation of the 8th e Strategy Principle 282
5.2.2 Applications and Illustrations Go Digital! 285
• Digital Enterprise: Clicks and Mortar and Extended Infostructure 286
Case Example Charles Schwab 293
3 Summary 296
5.3 Wrap Up Material Dimension 297
Chapter IV Integrating the Four Dimensions of the
e Strategy Framework
1 Completing the e Strategy Framework 299
2 Putting the e Strategy Framework into Practice 303
Chapter V Conclusion, Discussion, and Implications
1 Conclusion 311
2 Discussion 312
2.1 Critique of the NEV of Competitive Advantage and Comparison with
theMBVandRBV 312
2.2 Contribution of the e Strategy Framework 316
2.3 Limitations of the e Strategy Framework 319
3 Implications 320
Bibliography VII
Table of Contents V
List of Figures and Tables
Figures
figure 1 1: Paradigms and Dominating Perspectives in Social Science 13
figure 1 2: The NEV as a Meta Perspective 19
figure 1 3: Overview of the Dissertation 27
figure 2 1: Five Forces: Summary of the Key Drivers 63
figure 2 2: The Value Chain and Value System 66
figure 3 1: Constitutive Dimensions of Competitive Advantage 105
figure 3 2: The Structural Dimension 108
figure 3 3: The Basic Model of the Value Web 109
figure 3 4: The Spatial Dimension 112
figure 3 5: The Temporal Dimension 114
figure 3 6: The Material Dimension 116
figure 3 7: The Four Dimensions of the e Strategy Framework 117
figure 3 8: The Outsourcing Decision of an Orchestrator 135
figure 3 9: The Benefit of Collaborating with a Complementer 143
figure 3 10: Supply Demand Network Archetypes and e Strategy Applications .... 158
figure 3 11: The Seller Broker 163
figure 3 12: The e Marketplace as the e Strategy Application of a Market Maker 168
figure 3 13: The Aviation Industry s Premier B2B Exchange :
The New e Marketplace of MyAircraft and AirNewco 170
figure 3 14: The Virtuous Cycle of Product Adoption to Grow the User Base 195
figure 3 15: Grow Close! e Strategy Applications 207
figure 3 16: Direct Sourcing and Direct Selling in the PC Industry 217
figure 3 17: The Building of Relationship Capital and Switching Costs 235
figure 3 18: Different Perspectives on the Timing of Events 244
figure 3 19: Important Instances of Customer Transactions and Interactions
in the Sales Cycle 255
figure 4 1: The Logic Behind the e Strategy Framework 300
figure 4 2: Summary and Overview of the e Strategy Framework as a Whole 301
figure 4 3: The e Strategy Methodology 304
VI An e Strategy framework Tables
table 1 1: Summary of the Definitions of Competitive Advantage in the MB V,
RBV, andSBV 23
table 2 1: Overview and Summary of the Defining Trends and Forces in the
New Economy and the Respective New Sources of Value
for Competitive Advantage 59
table 2 2: Generic Strategies 65
table 2 3: Summary and Overview of the Critique Regarding
Porter s Frameworks 85
table 2 4: Sources of Competitive Advantage in the RBV 88
table 2 5: Summary and Overview of the Critique Regarding the RBV
Concepts 97
table 3 1: Potential Advantages of Interorganizational Relationships 129
table 3 2: Competitive Advantage of Central Nodes 155
table 3 3: Seizing the Value Pattern Value is in Networks 173
table 3 4: Advantages of Size 178
table 3 5: Advantages of Proximity 204
table 3 6: Seizing the Value Pattern Value is in Anywhere Presence 222
table 3 7: Advantages of Relational Exchanges 228
table 3 8: Seizing the Value Pattern Value is in Anytime Presence 261
table 3 9: The Superiority of Intangible Resources over Tangible Assets 267
table 3 10: Types and Objectives of Various Virtual Communities 273
table 3 11: The Advantages of Digital Resources 282
table 3 12: Seizing the Value Pattern Value is in Intangibles 298
table 5 1: Comparison of the Concepts of Competitive Advantage and Strategy
in the Different Perspectives 316
table 5 2: The Eight e Strategy Principles Managers Should Keep in Mind 322
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| spelling | Sagarra, Carmen 1971- Verfasser (DE-588)1146358423 aut An e-strategy framework creating and sustaining competitive advantage in the New Economy Carmen Sagarra 2002 XLIII, 324 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Sankt Gallen, Univ., Diss., 2001 Concurrentie gtt E-commerce gtt Samenwerkingsvormen (bedrijfseconomie) gtt Strategische planning gtt Strategisches Management (DE-588)4124261-0 gnd rswk-swf Electronic Commerce (DE-588)4592128-3 gnd rswk-swf Wettbewerbsvorteil (DE-588)4219652-8 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Strategisches Management (DE-588)4124261-0 s Electronic Commerce (DE-588)4592128-3 s DE-604 Wettbewerbsvorteil (DE-588)4219652-8 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009781219&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Sagarra, Carmen 1971- An e-strategy framework creating and sustaining competitive advantage in the New Economy Concurrentie gtt E-commerce gtt Samenwerkingsvormen (bedrijfseconomie) gtt Strategische planning gtt Strategisches Management (DE-588)4124261-0 gnd Electronic Commerce (DE-588)4592128-3 gnd Wettbewerbsvorteil (DE-588)4219652-8 gnd |
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| title | An e-strategy framework creating and sustaining competitive advantage in the New Economy |
| title_auth | An e-strategy framework creating and sustaining competitive advantage in the New Economy |
| title_exact_search | An e-strategy framework creating and sustaining competitive advantage in the New Economy |
| title_full | An e-strategy framework creating and sustaining competitive advantage in the New Economy Carmen Sagarra |
| title_fullStr | An e-strategy framework creating and sustaining competitive advantage in the New Economy Carmen Sagarra |
| title_full_unstemmed | An e-strategy framework creating and sustaining competitive advantage in the New Economy Carmen Sagarra |
| title_short | An e-strategy framework |
| title_sort | an e strategy framework creating and sustaining competitive advantage in the new economy |
| title_sub | creating and sustaining competitive advantage in the New Economy |
| topic | Concurrentie gtt E-commerce gtt Samenwerkingsvormen (bedrijfseconomie) gtt Strategische planning gtt Strategisches Management (DE-588)4124261-0 gnd Electronic Commerce (DE-588)4592128-3 gnd Wettbewerbsvorteil (DE-588)4219652-8 gnd |
| topic_facet | Concurrentie E-commerce Samenwerkingsvormen (bedrijfseconomie) Strategische planning Strategisches Management Electronic Commerce Wettbewerbsvorteil Hochschulschrift |
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