Value Shop Configuration

Value Shop Configuration

Petter Gottschalk (Norwegian School of Management, Norway)
Copyright: © 2007 |Pages: 9
DOI: 10.4018/978-1-59904-060-8.ch001
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Abstract

To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts business and how information systems affect the performance of various component activities within the organization. Understanding how firms differ is a central challenge for both theory and practice of management. For a long time, Porter’s (1985) value chain was the only value configuration known to managers. Stabell and Fjeldstad (1998) have identified two alternative value configurations. A value shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the need’s of the client’s problem, while a value chain performs a fixed set of activities that enables it to produce a standard product in large numbers. Examples of value shops are professional service firms, as found in medicine, law, architecture and engineering. A value network links clients or customers who are or wish to be interdependent. Examples of value networks are telephone companies, retail banks and insurance companies. A value configuration describes how value is created in a company for its customers. A value configuration shows how the most important business processes function to create value for customers. A value configuration represents the way a particular organization conducts business.

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Table of Contents
Foreword
Geoff Dean
Preface
Petter Gottschalk
Chapter 1
Petter Gottschalk
To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts... Sample PDF
Value Shop Configuration
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Chapter 2
Knowledge Management  (pages 10-26)
Petter Gottschalk
Knowledge is an important organizational resource. Unlike other inert organizational resources, the application of existing knowledge has the... Sample PDF
Knowledge Management
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Chapter 3
Petter Gottschalk
As we trace the evolution of computing technologies in business, we can observe their changing level of organizational impact. The first level of... Sample PDF
Knowledge Management Systems
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Chapter 4
Petter Gottschalk
Knowledge management systems refer to a class of information systems applied to manage organizational knowledge. These systems are IT applications... Sample PDF
Knowledge Technologies Stages
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Chapter 5
E-Business Knowledge  (pages 70-112)
Petter Gottschalk
This chapter documents some of the links between e-business and knowledge management systems that might be explored in future empirical research.... Sample PDF
E-Business Knowledge
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Chapter 6
Outsourcing Knowledge  (pages 113-191)
Petter Gottschalk
With changing business environments, the locus of value creation is no longer within the boundaries of a single firm, but occurs instead at the... Sample PDF
Outsourcing Knowledge
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Chapter 7
Insourcing Knowledge  (pages 192-215)
Petter Gottschalk
The term outsourcing can be studied further by using the opposite term of insourcing. Hirschheim and Lacity (2000) define insourcing as the practice... Sample PDF
Insourcing Knowledge
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Chapter 8
Governance Knowledge  (pages 216-254)
Petter Gottschalk
In many organizations, information technology has become crucial in the support, the sustainability and the growth of the business. This pervasive... Sample PDF
Governance Knowledge
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Chapter 9
Petter Gottschalk
Governments have become increasingly focused upon the setting of targets in efforts to improve the efficacy of police performance. However... Sample PDF
Police Investigation Knowledge
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Chapter 10
Law Firm Knowledge  (pages 288-318)
Petter Gottschalk
A law firm can be understood as a social community specializing in the speed and efficiency in the creation and transfer of legal knowledge... Sample PDF
Law Firm Knowledge
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