The stratrgic factors of different value configurations for enterprise virtualization---research on the business strategy and business model of electronic commerce

• Main Authors: Lin Hsi Chin (Johnson Lin), 林錫金
• Other Authors: 游張松
• Format: Others
• Language: zh-TW
• Published: 2000
• Online Access: http://ndltd.ncl.edu.tw/handle/88278010400645251358

博士 === 國立臺灣大學 === 商學研究所 === 89 === In the digital economic times, for different value configurations of enterprise to move toward virtualization, high level managers must know how to make continue innovation to change physical value chain to virtual value chain. But for different value configuration enterprise, what are the strategic factors for relative low virtualization level and, what are the strategic factors for relative high virtualization level ? This research focuses on three kinds of value configurations which include value chain, value shop and value network. We developed an analytical model which incorporates measurement variables of three different constructs, namely, organization innovation, partnership, and knowledge management. We then collected the primary data through a questionnaires mail survey from three kinds of different industries which include retailer, consultant and network/multi-media industry. Finally we applied REGRESSION model to carry out the empirical test. The main empirical findings are summarized as follows: For relative high virtualization level enterprise 1. The common strategic factors for all value configurations are innovation strategy, innovation decision speed, strategy alliance with complementary firms, good partnership with supplier and customer, governance mechanism for trading partners, knowledge value adding and distribution. 2. The strategic factors only for value chain and value network are innovation strategy and innovation decision, innovation resource and innovation complementary. 3. The strategic factors only for value shop and value network are customer loyalty build up, and accumulate knowledge through virtual community. 4. The specific strategic factors for value chain are entrepreneur, commitment, innovation incentive, the acknowledge for knowledge asset and maintain good partnership with trading partners. 5. The specific strategic factors for value shop are innovation ability build up, knowledge value adding and distribution, and accumulate knowledge through virtual community. For relative low virtualization level enterprise 6. The only strategic factor for value shop and value network is the acknowledge and commit to knowledge asset. 7. The only strategic factor for value chain is the partnership with suppliers. 8. The only strategic factor for value network is the partnership with customers. 9. The strategic moves from relative low virtualization level enterprise toward relative high virtualization level enterprise are: (1) For value chain configuration High level managers must have strong committment to organization innovation, must take positive innovation strategy, let employee near the resources of innovation anytime, build information sharing system with suppliers, and construct strategy alliance with outside partners. (2) For value shop configuration High level managers must focus on customer satisfaction, provide good after service for customer, enhance relationship and governance mechanism with trading partners in virtual cyberspace, and let tacit knowledge inside the organization transfer to coded knowledge quickly. (3) For value network configuration High level managers must make decision for management and technology innovation quickly, form the compete advantage with complementary resource firm, produce product innovation value through corporate with lead user to make product concept development, enhance product innovation value, and build up efficient control mechanism while corporating with trading partners.