E-business and organisational change: reconciling traditional values with business transformation
E-business and organisational change: reconciling traditional values with business transformation
While much attention has recently been focused on the problems facing Internet start-ups, the challenge of e-business affects a much broader constituency of organisations. For established companies, the key challenge is one of change. Such companies must rethink fundamental aspects of company strategy, which may lead to a radical overhaul of existing ways of doing business, with company structure and culture becoming much more customer-focused. Resistance at all company levels may need to be overcome, with a need to build commitment and consensus around e-business strategies. However, companies must also deal with a paradox in e-business change. As the “dot.com” crash showed, there are many strengths in “bricks and mortar” companies. Evolving a new business model based around “e-enablement” must therefore avoid the “baby and bathwater syndrome”. Only by recognising and rising to these challenges and dilemmas, and devoting sufficient time, resources and expertise to them, will companies make a success of their e-business ventures.
electronic commerce, organizational change, organizational culture, organizational structures
497-511
Jackson, Paul
fd0f07d3-5973-4e90-bbfc-cc63895c700d
Harris, Lisa
cf587c06-2cf7-49e6-aef8-c9452cbff529
September 2003
Jackson, Paul
fd0f07d3-5973-4e90-bbfc-cc63895c700d
Harris, Lisa
cf587c06-2cf7-49e6-aef8-c9452cbff529
Jackson, Paul and Harris, Lisa
(2003)
E-business and organisational change: reconciling traditional values with business transformation.
Journal of Organizational Change Management, 16 (5), .
(doi:10.1108/09534810310494900).
Abstract
While much attention has recently been focused on the problems facing Internet start-ups, the challenge of e-business affects a much broader constituency of organisations. For established companies, the key challenge is one of change. Such companies must rethink fundamental aspects of company strategy, which may lead to a radical overhaul of existing ways of doing business, with company structure and culture becoming much more customer-focused. Resistance at all company levels may need to be overcome, with a need to build commitment and consensus around e-business strategies. However, companies must also deal with a paradox in e-business change. As the “dot.com” crash showed, there are many strengths in “bricks and mortar” companies. Evolving a new business model based around “e-enablement” must therefore avoid the “baby and bathwater syndrome”. Only by recognising and rising to these challenges and dilemmas, and devoting sufficient time, resources and expertise to them, will companies make a success of their e-business ventures.
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Published date: September 2003
Keywords:
electronic commerce, organizational change, organizational culture, organizational structures
Identifiers
Local EPrints ID: 47199
URI: http://eprints.soton.ac.uk/id/eprint/47199
ISSN: 0953-4814
PURE UUID: 4f471d25-256f-4939-8754-d03610ceeb29
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Date deposited: 03 Aug 2007
Last modified: 15 Mar 2024 09:32
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Author:
Paul Jackson
Author:
Lisa Harris
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