Originally published as The Journal of Organizational Change Management Volume 18 Number 2, 2005
ISBN: 1 84544 119 2
Guest edited by: Jeffrey Gale & Dolphy Abraham, Loyola Marymount Unversity, USA & Terence Krell (deceased) Western Illinois University, USA.
Organizations have been using internet-based technologies for a decade. During this decade, boom has been followed by bust as individuals and organizations tried to capitalize on this set of technologies and the underlying internet infrastructure.
During this time, various new “business models” have been applied; some have succeeded while others have failed. However, it is clear that the internet and internet-based technologies have become the mainstay of information systems for organizations and, what is termed an e-business approach to doing business is here to stay.
This Special Issue considers how technologies and the e-business approach have affected the organization and how organizations have reacted to such technologies.
Contents:
Introduction: toward understanding e-business transformation
The organization transformation brought on by the internet and the adoption of e-business approaches are fertile ground for continuing work. Virtually all aspects of the structure and process within the organization are affected. This article introduces the special issue on organizational transformation and e-business implementation.
E-business migration: a process model
This work aims to develop a process model for the migration of the traditional firm to an appropriate e-business strategy and architecture. The work is based on a range of published works and professional experience, combining narrative with analysis.
The changing nature of work in the age of e-business
This paper reviews recent discussions in the information technology (IT) and management literatures in order to consider their implications and to make a series of predictions about organizational life in the coming e-business era.
The impact of structuring characteristics on the launching of virtual communities of practice
Despite the increasing popularity of virtual communities of practice (VCoPs), our understanding of how to intentionally form, develop and sustain them is still at an embryonic stage. This work aims to go some way to remedying this.
Technology innovation-induced business model change: a contingency approach
This paper fulfils an identified research gap for a structured approach towards changing the business model of a firm, which introduces a technology innovation by keeping the principles of the old (traditional) business logic and taking into account the effects incurred from the firm's internal and external environment.
Adoption of virtual organization by Taiwanese electronics firms: An empirical study of organization structure innovation
This empirical study aims to examine an organizational response to the needs of e-business, virtual organization, and associated determinants of its successful adoption in the Taiwanese electronics industry.
About The Journal of Organizational Change Management
The world today is changing faster than ever before. Technological developments, financial constraints, expanding markets, restructuring and mergers, new philosophies and government legislation are all putting pressure on organizations to change and stay dynamic. Yet the process of change is far from easy, and implementing it successfully makes considerable demands on the managers involved.
This journal is unique in its ability to set the management and organizational change and development agenda, by analysing new approaches and research theories.
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