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IS, ORGANIZATIONS AND STRATEGY (Competitive Strategy (Value Chain (Value…
IS, ORGANIZATIONS AND STRATEGY
Organization Features
Routines and processes
Politics
Culture
Structure
Other features
Environment
Impacts
Economical
increase in the investment of IT and reduction of internal management costs
Cost and quality of information
use of external suppliers instead of internal sources
Growth in size and scope
Factor of production
Organizational and behavioral
Flattening of organizations
Resistance to change
Internet
Lower transaction and agency costs
Knowledge improvement
Distribution, access and storage of information
Competitive Strategy
Value Chain
Value web
More customer driven
less linear operations
Primary and support activities
Linked to all stakeholders
Improve operational efficiency at each stage
Improve customer/supplier intimacy
Porter's Competitive forces model
suppliers
substitute products and services
new market entrants
costumers
traditional competitors
Ecosystem strategic model
Sustaining competitive advantage
Aligning IT with business objectives
Managing strategic transitions
Low-cost leadership
Product differentiation
Focus on market niche
Stregthen costumer/supplier intimacy
Internet
improves performance by
Core competences enhancement
Network-based strategies
Creating synergies
Transformation or threat to some industries
Building brands and loyal customer bases
Rivalry more intense
New market entrants
Disruptive Technologies
First movers
Fast followers
causes
to coordinate
has
needs
leads to
leads to
to deal with
created by
can change
causes
creates a