Leveraging IT and Business Network by a Small Medical Practice

2011 ◽  
pp. 513-525
Author(s):  
Simpson Poon ◽  
Daniel May
Keyword(s):  
Competitive Advantage ◽  
Medical Practice ◽  
Strategic Alliances ◽  
Small Businesses ◽  
Information Technologies ◽  
Strategic Alliance ◽  
Medical Information ◽  
Medical Knowledge ◽  
Financial Investment ◽  
Knowledge Based

Although many medical information technologies require significant financial investment and are often out of reach of small medical practices, it is possible through careful alignment of IT and customer strategy, together with a network of strategic alliances to exploit IT effectively. In this case we present a small cardiology consultancy that has engaged in strategic planning in its attempt to leverage IT expertise to attain competitive advantage. We propose that through a network of alliances, a relatively small medical enterprise can benefit from its limited IT investment. The case study indicates the importance of a team of champions with both IT and medical knowledge and the notion of mutual benefit. We also discuss some of the issues faced by all participants in this alliance relationship. The objectives of this case are to provide readers the opportunity to: 1. Discuss how a small medical practice can leverage skills, expertise and opportunities within a strategic alliance to enhance its competitive advantage without heavy up-front financial investments. 2. Explore how small businesses in the professional and knowledge-based industry can gain strategic advantage through IT. 3. Understand the pros and cons of strategic alliances and potential issues related to building trust, consolidating relationships among members and risk management of such alliances on an ongoing basis. 4. Think about the plausibility of business transformation by moving from one industry (specialised cardiology services) to another (medical informatics).

Knowledge Integration Through Inter-Organizational Virtual Organizations

2010 ◽  
pp. 2102-2113
Author(s):  
Montserrat Boronat Navarro
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Strategic Alliance ◽  
Knowledge Integration ◽  
Initial Approximation ◽  
High Technology ◽  
Virtual Organizations ◽  
Knowledge Based ◽  
Technology Industries ◽  
High Technology Industries

In this study we adopt an inter-organizational view to examine virtual organizations. Thus, we understand this phenomenon as a strategic agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to the strategic alliance, which in turn is beneficial for the integration of knowledge. In high technology industries, inter- organizational virtual organizations add further advantages to this option of knowledge integration through strategic alliances because of the importance of speed and flexibility. We put forward a series of propositions, following an initial approximation to this phenomenon through the combination of the strategic alliances, virtual organizations and the knowledge-based view literatures.

Knowledge Integration Through Inter-Organizational Virtual Organizations

2009 ◽  
pp. 61-72
Author(s):  
Montserrat Boronat Navarro
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Strategic Alliance ◽  
Knowledge Integration ◽  
Initial Approximation ◽  
High Technology ◽  
Virtual Organizations ◽  
Knowledge Based ◽  
Technology Industries ◽  
High Technology Industries

In this study we adopt an inter-organizational view to examine virtual organizations. Thus, we understand this phenomenon as a strategic agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to the strategic alliance, which in turn is beneficial for the integration of knowledge. In high technology industries, inter- organizational virtual organizations add further advantages to this option of knowledge integration through strategic alliances because of the importance of speed and flexibility. We put forward a series of propositions, following an initial approximation to this phenomenon through the combination of the strategic alliances, virtual organizations and the knowledge-based view literatures.

Knowledge Integration Through Inter-Organizational Virtual Organizations

2011 ◽  
pp. 434-445
Author(s):  
Montserrat Boronat Navarro
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Strategic Alliance ◽  
Knowledge Integration ◽  
Initial Approximation ◽  
High Technology ◽  
Virtual Organizations ◽  
Knowledge Based ◽  
Technology Industries ◽  
High Technology Industries

In this study we adopt an inter-organizational view to examine virtual organizations. Thus, we understand this phenomenon as a strategic agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to the strategic alliance, which in turn is beneficial for the integration of knowledge. In high technology industries, inter- organizational virtual organizations add further advantages to this option of knowledge integration through strategic alliances because of the importance of speed and flexibility. We put forward a series of propositions, following an initial approximation to this phenomenon through the combination of the strategic alliances, virtual organizations and the knowledge-based view literatures.

Information Technologies (ICT), Network Organizations, and Information Systems for Business Cooperation

2014 ◽  
pp. 324-348
Author(s):  
Antonio-Juan Briones-Peñalver ◽  
José Poças Rascão
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Competitive Advantage ◽  
Strategic Alliances ◽  
Growth And Development ◽  
Information Technologies ◽  
Systems Management ◽  
Information Systems Management ◽  
Network Organizations ◽  
Strategic Knowledge Management

Information Technologies (ICT) have developed systems and network organizations that foster the creation of resources for company management. The establishment of strategic alliances and business cooperation systems has been encouraged by ICT and information systems management. This focus on organization and strategic knowledge management shows the capabilities they provide in managing organizations’ intangible assets, information and knowledge, since they are a competitive advantage. Network organizations, intercompany systems, cooperation, and alliances with the support of ICT are the paths to enterprises growth and development.

Knowledge Integration through Strategic Alliances and Virtual Networks

2011 ◽  
pp. 591-600
Author(s):  
César Camisón ◽  
Beatriz Forés ◽  
María Eugenia Fabra
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Knowledge Integration ◽  
Virtual Network ◽  
High Tech ◽  
Second Phase ◽  
Virtual Networks ◽  
Knowledge Based ◽  
Sources Of Knowledge ◽  
Cooperative Agreements

According to the Knowledge-Based View, knowledge integration is one of the main capabilities that organizations must possess in today’s markets. In some high-tech industries, especially sciencebased industries such as biotechnology that need to integrate different bases of specialized expertise, the sources of knowledge are spread across a great variety of organizations. Strategic alliances are an option that may solve problems of speed or cost in these cases. Hence, in this chapter we identify advantages that inter-organizational cooperative agreements may have in the creation of knowledge, with a special emphasis on the case of strategic alliances in which the main aim is the joint creation of knowledge between partners and not simply the appropriation of this knowledge by one of the members of the agreement. In a second phase, we argue that virtual networks add more advantages to this type of alliance because of their special features. We define the virtual network as a strategic, temporary agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to strategic alliances. We identify a virtual network typology by analyzing their properties and their value for the integration of knowledge.

Role of Small-Business Strategic Alliances in the Perception of Benefits and Disadvantages of E-Commerce Adoption in SMEs

2011 ◽  
pp. 1-27 ◽  
Author(s):  
Robert MacGregor ◽  
Lejla Vrazalic
Keyword(s):  
Small Business ◽  
Strategic Alliances ◽  
Small Businesses ◽  
Strategic Alliance ◽  
The Impact ◽  
Alliance Structure

Despite the proclaimed advantages of small-business strategic alliances, little research has been carried out to determine whether these structures promote the benefits and/or “cushion” the disadvantages arising from e-commerce adoption for member businesses. There has also been a lack of research into comparing e-commerce use in those small businesses that are members of a strategic alliance to those that have opted to remain outside such arrangements. This chapter aims to correct the situation by presenting the findings of a study of 176 regional small businesses in Sweden that investigated the impact of strategic-alliance membership on the benefits and disadvantages associated with e-commerce adoption. The results of the study indicate that there are no significant differences between strategic-alliance members and nonmembers where benefits of e-commerce are concerned. In contrast, e-commerce disadvantages are often dissipated through a strategic-alliance structure more easily than through a single self-directed unit. The study also shows that correlations between e-commerce benefits exist and that the benefits can be grouped according to three distinct factors: costs, efficiency, and sales or inventory.

scholarly journals NTERNATIONAL STRATEGIC ALLIANCES: COOPERATION OF COMPANIES IN THE IT SPHERE

2020 ◽  
Vol 113 (6) ◽  
pp. 35-66
Author(s):  
DUHINETS Hanna ◽  
NIZHEIKO Kostiantyn
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Strategic Alliance ◽  
Management Approach ◽  
Continuous Growth ◽  
Strategic Direction ◽  
International Strategic Alliances ◽  
Theoretical Generalization ◽  
Common Goals ◽  
Complementary Assets

Background. The IT market in Ukraine annually demonstrates continuous growth and development. This contributes to the fact that its participants are more in contact with their colleagues from other countries. International strategic alliances are becoming one of the most appropriate forms of partnership between domestic IT companies and leading foreign IT companies. In order to anticipate all the risks of joining the ISA, in particular not to lose its subjectivity due to the acquisition, it is necessary to understand the reasons, essence and consequences of the creation of international strategic alliances. An analysis of recent research and publications has shown that despite the existence of some scientific achievements, the issues of forming international strategic alliances in the field of information technologies and the use of this type of cooperation by domestic IT companies remain unresolved. Theaim of the article is to analyze international strategic alliances as forms of cooperation of companies in the IT sphere and the possibility of including Ukrainian companies in these relations. Materials and methods. The research was conducted using the methods of theoretical generalization and analysis. The information base is domestic and foreign works on the functioning of ISAs, statistical sources and Internet resources. Results. The factors that determine the transition from competition to cooperation and the formation of alliances between companies in the IT sector are identified. The types of alliances are described: tactical, quasi-strategic and strategic. It is noted that each of them can be both internal and external (international). The nature of the strategic alliance is analyzed, its characteristics are revealed. Based on the results of the generalized characteristics of the ISA in the IT sphere, its definition is given, on the basis of which the advantages of the alliance are described. It is noted that the peculiarities of the connections of its participants should be taken into account when solving many tasks related to the participation of domestic IT companies in the ISA for the internationalization of business and management. It is proved that in ISA as a pragmatic union the interests of the participants in the strategic direction of their development coincide: each of the participants focuses its activities on the common goals of the alliance. Conclusion. The ISA of IT-sphere is proposed to be considered as a form of inter-firm interaction of IT companies that maintain independence based on the combination of complementary assets of each of them. If all parties of the alliance pursue strategic goals, then this alliance is created in the form of strategic, if there are other goals, the alliance will be tactical or quasi-strategic. In addition, any of the forms can be used to achieve certain business results. Unlike all others the strategic alliances, especially international strategic ones, require a stricter and more systematic management approach to success. The interest of European and American IT companies in forming strategic alliances with leading Ukrainian companies was noted. However, the ultimate goals of such ISAs are not equal long-term partnership, but the acquisition of promising Ukrainian companies. The necessity of careful substantiation of decisions on the entry of domestic IT companies into the international strategic alliance, tactical and operational participation in its management, etc. is proved.

scholarly journals The Influence of Strategic Alliance on Competitive Advantage through Market Area and Product Innovation

2017 ◽  
Vol 8 (7) ◽  
pp. 57
Author(s):  
Taufik Setyadi ◽  
Hening Widi Oetomo ◽  
Khuzaini Khuzaini ◽  
Suwitho Suwitho
Keyword(s):  
Competitive Advantage ◽  
Strategic Alliances ◽  
Product Innovation ◽  
Strategic Alliance ◽  
Raw Materials ◽  
Raw Material ◽  
Market Area ◽  
Process Technology ◽  
Timber Industry ◽  
The Face

This study is aimed to prove the implementation of strategic alliance can increasing competitive advantage of wood industry of Perhutani through develop of market area and market innovation. Based on the results of hypothesis testing and the analysis of strategic alliances, market area and product innovation against competitive advantage, it is known that building a competitive advantage in the timber industry forestry can be achieved through the establishment of strategic alliances right, based on the exchange of raw material resources, technology or resources marketing. Strategic alliances are used to strengthen the position of the timber industry in the face of competition forestry business. The more precise the model selection strategic alliance Perhutani timber industry will be able to build competitive advantage of her. The development model of strategic alliances Perhutani timber industry that needs to be developed is to increase the competitive advantage has the form of an alliance focused on cooperation in provision of raw materials, interest in improving the skills of cooperation and the application of the production process technology.

Beyond Customer Knowledge Management

2000 ◽  
pp. 258-281 ◽  
Author(s):  
Mohanbir Sawhney ◽  
Emanuela Prandelli
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Economy ◽  
Strategic Alliances ◽  
Competitive Advantages ◽  
Customer Knowledge ◽  
Knowledge Based ◽  
Customer Knowledge Management ◽  
Knowledge Based Economy ◽  
Innovation Processes

In the knowledge-based economy, the value of products and services largely depends on the knowledge intangibles they embed (Drucker, 1993). The success of firms is increasingly becoming linked to the intellectual capital they are able to accumulate and re-invest in their markets (Davenport & Prusak, 1998; Nahapiet & Ghoshal, 1998; Sullivan, 1998). In this age of knowledge-based business, it is incumbent upon firms to pay increasing attention to the development of customer knowledge (Balasubramanian et al., 1998; Sawhney & Kotler, 1999). However, researchers in marketing have generally assumed that knowledge creation happens only within the firm’s boundaries or, at the most, within the strategic alliances among firms. We argue that in the knowledge economy we need to move beyond this perspective of the firm as the knowledge creator that learns about customers and creates value for them, to a perspective of the firm as a co-creator of knowledge that learns and creates value with its customers. As already argued only in service marketing literature, customers are a vital source of knowledge and hence competitive advantage. The cooperation with them gives firms the opportunity to renew the source of their competitive advantage constantly. This is significant in a business landscape where unique and lasting competitive advantages are increasingly rare. Through co-operation with their customers, firms can better anticipate market changes (Anderson & Narus, 1991; Nonaka & Takeuchi, 1995), catalyze their innovation processes (von Hippel, 1982, 1986, 1994), and better respond to latent customer needs (Leonard & Rayport, 1997).

New Business Requirements in the Knowledge-Based Society

2007 ◽  
pp. 211-243 ◽  
Author(s):  
A. Draghici
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Information Technologies ◽  
Essential Element ◽  
New Approaches ◽  
Knowledge Based ◽  
New Information ◽  
New Business ◽  
Business Requirement ◽  
Management Functions

This chapter explains knowledge management’s (KM) role for competitive advantage as a means of new business requirement in the knowledge-based society. It argues that KM, combined with new information technologies, determines new approaches of business strategy, knowledge leadership, culture, management content, organizational structure, technology and innovation, which are key enablers for competitive advantage. In addition, these are discussed in the case of a virtual organization (Network of Excellence) for building the knowledge sharing culture, based on interaction of the management functions and stages of the knowledge creation process. Furthermore, the authors hope that understanding the main issues and trends of KM as an essential element of business integration for obtaining a considerable competitive advantage will not only inform researchers but also assist them in developing new approaches for attending efficiency in the new global virtual organizations.

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