strategy and ict. ict acceptance ict and strategy competition and strategy competitive advantage...
TRANSCRIPT
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Strategy and ICT
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ICTacceptance
ICT and Strategy
Competition and strategy
Competitive advantage
Companies as drivers of change
Transaction costs, value chain
The Information Society
The New Capitalism
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So far
• Developments in society
• Developments in economy
• Companies as drivers of change
• The existence/size/limits of companies:
- Transaction costs
- Value chain
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To do
• Explain the form of companies
• Explain the conduct of companies
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Company structure (Morgan and Mintzberg)
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Typology (Morgan)
• Machines• Organism• Brains• Culture• Political systems• Psychic prisons• Flux & transformation• Instruments of domination
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The machine
• Bureaucracy
• Functional specialisation• Scientific management (Taylor)
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The organism
• Adjust to environment
• Organisation as an open system
• Mintzberg
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Mintzberg’s typology
• Machine bureaucracy
• Division structure
• Professional bureaucracy
• Simple structure
• Adhocracy
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Henry Mintzberg
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Vijf basisdelen organisatie
Techno-structuur
Onder-
steunende
staf
Strategische top
Uitvoerende kern
Middenkader
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Vijf fundamentele coördinatiemethodes
• Onderlinge afstemming
• Direct toezicht
• Standaardisatie van werkzaamheden
• Standaardisatie van resultaten
• Standaardisatie van vaardigheden en kennis, vaardigheden
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fundamentele coördinatiemethodes
Onderlinge afstemming Direct toezicht
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fundamentele coördinatiemethodes
Standaardisatie van processen/werkzaamheden
Standaardisatie van resultaten
Standaardisatie vanvaardigheden kennis
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Vijf typen organisatiestructuren
• Ondernemersorganisatie• Bureaucratische organisatie• Professionele organisatie• Gediversifieerde organisatie (veel divisies)• Innovatieve organisatie (adhocratie)
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Ondernemersorganisatie (simple structure)
• 1 leider• Iedereen rechtstreeks verantwoording
afleggen aan de baas• Baas bepaalt bedrijfsstrategie• Vrijwel geen middenkader• Standaardisatie niet aanwezig• In feite dus een non-structuur• Vaak bij kleine/net beginnende bedrijven• Coördinatiemechanisme: Direct toezicht
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Ondernemersorganisatie (simple structure)
Strategische top
Uitvoerende kern
Middenkader
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Voorbeeld ondernemersorganisatie
Slager Tom
LidyaWinkelbediende
KlaasStagiaire
KlazienWinkelbediende
Organogram slagerij Tom Blijlevens
PieterWinkelbediende
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De bureaucratische-organisatie
• Bureaucratie: geen verrassingen• Uitvoerende taak routinematig• Middenkader rechtstreeks toezicht op
uitvoerders• Grote technostructuur (voor standaardisatie)• Topmanagement voor conflictoplossing• 1 obsessie: beheersing• Coördinatiemechanisme: Standaardisatie
van werkzaamheden/processen
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De bureaucratische-organisatie
Techno-structuur
Onder-
steunende
staf
Strategische top
Uitvoerende kern
Middenkader
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Voorbeeld bureaucratische-organisatie
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Divisie-organisatie
• Veel losse eenheden: divisies• Iedere divisie eigen taak/markt• Meerderheid Amerikaanse ondernemingen• Hoofdkantoor stelt prestatienormen vast• Divisies krijgen vaak bureaucratische structuur
om zekerheid te hebben over resultaten• Grote ondersteunende staf• Dus coördinatiemechanisme : standaardisatie
van resultaten
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Gediversifieerde organisatie
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Voorbeeld gediversifieerde organisatie
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Professionele organisatie
• Afhankelijk van kennis van uitvoerders• Opleiding bepalend hiervoor• Uitvoerders zeggenschap over eigen werk• Hoge kosten uitvoerders, daarvoor dus
veel ondersteunende staf• Kleine technostructuur en middenkader• Coördinatiemechanisme: Standaardisatie
van kennis en vaardigheden
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Professionele organisatie
Techno-structuur
Onder-
steunende
staf
Strategische top
Uitvoerende kern
Middenkader
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Voorbeeld professionele organisatie
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Innovatieve organisatie (adhocratie)
• Gemaakt om te innoveren: andere structuren kunnen dit niet
• Flexibele organisaties• Veel kleine projectgroepen (Projectorganisatie)• Ook vrij afhankelijk van deskundigheid van
uitvoerders• Echter: geen standaardisatie van kennis, dit gaat
innovatie tegen• Coördinatiemechanisme: Onderlinge
afstemming
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Innovatieve organisatie (adhocratie)
Onder-
steunende
staf
Strategische top
Uitvoerende kern
Middenkader
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Machine bureaucracy
• Simpel werk
• Simpele omgeving
• Weinig verandering
• Gecentraliseerde besluitvorming
• Productie/efficiency gericht
• Weinig ruimte voor inititatief
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Professional bureaucracy
• Grotere autonomie
• Stabiele omgeving
• Gecompliceerde taken
• Door training standaardisatie en integratie
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Simple structure
• Ceo/founder centraal
• Informeel
• Flexibel
• Sterk gecentraliseerd
• Snel aanpassen
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Adhocracy
• Tijdelijk van aard
• Netwerk organisatie
• Meestal projectorganisatie
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Back to Morgan: Brains
• Self learning system
• Cybernetics
• Negative feed back
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Culture
• Shared values and norms
• Institutionalisation
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Political systems
• Interest groups
• Power/influence
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Instruments of domination
• The multinational
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Behavior of companies
• Strategic management
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2007 © Wolters-NoordhoffOrganisation and Management
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• SWOT
• Structure Conduct Performance
• Resource Based View
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The strategy perspective
• Structure-Conduct-Performance model (Porter, 1980, 1985)
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Porter’s five forces model
2007 © Wolters-Noordhoff• Organisation and Management
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Question
• Are there industry characteristics (based on the five forces model) which explain the use of the Internet as a channel?
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Disappearance of barriers of entry
• Economies of scale
• Product differentiation
• Switching costs
• Access to distribution channels
(Shin, 2001; Lucas, 2002)
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Existing rivalry
• Winner takes all
• First mover advantage
(Source: Coltman, 2001)
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Strategies to realize competitive advantage (Porter, Treacy and Wiersema)
• Cost leadership/operational excellence• Differentiation/product leadership• Focus/customer intimacy
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Strategies
? + +
- 0 +
- - ?
Relative resource-produced value
Lower Parity Higher
Relativeresourcecosts
Lower
Parity
Higher
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Question
• Mention examples of companies that use the Internet to create a competitive advantage
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Growth according to Ansoff (1965)
PRODUCT
Existing New
MARKET
Existing
New
Penetration
Market development
Product development
Diversification
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Strategy (2)
• Horizontal integration
• Forward vertical integration
• Backward vertical integration
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Four dominant alignment perspectives
• 1. Strategy execution
• 2. Technology transformation
• 3. Competitive potential
• 4. Service level
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The resource based view (strenghts and weaknesses)
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Resource based view (Penrose, 1959, Barney, 1991)
• The firm as a bundle of resources
• Competitive advantage when resources are:
- Valuable
- Rare
- Costly to imitate
- Organized
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Results
• e-Technology as a resource• IT-knowledge as resource• Back-end integration as resource• Direct channel experience (economy of scope)• Advantage of scale and scope disappear• Switching costs by multi channel strategy• Focus on brand(s)
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Resources
• Catalog sellers
• Channel conflicts
• Disruption in retailing (Christensen and Tedlow, 2000)
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Boston Consultancy Group Portfolio Matrix
2007 © Wolters-Noordhoff• Organisation and Management
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2007 © Wolters-NoordhoffOrganisation and Management
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2007 © Wolters-NoordhoffOrganisation and Management
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The role of ICT in companies
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Business Strategy
Organizational infrastructure
Infrastructure andprocesses
ICT Strategy
Alignment
Impact
Business ICT
Strategic Alignment Model
Alignmentmodel Venkatraman & HendersonStrategic Alignment: levering Information Technology for Transforming Organisations
IBM Systems journal, 32 (1) 1993, p 4-16
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Strategic Alignment Model