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Evaluating Virtual Organisational Preparedness

Evaluating Virtual Organisational Preparedness

Peter Gall, Janice Burn
Copyright: © 2010 |Pages: 9
ISBN13: 9781605669861|ISBN10: 1605669865|EISBN13: 9781605669878
DOI: 10.4018/978-1-60566-986-1.ch062
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MLA

Gall, Peter, and Janice Burn. "Evaluating Virtual Organisational Preparedness." Networking and Telecommunications: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, IGI Global, 2010, pp. 947-955. https://doi.org/10.4018/978-1-60566-986-1.ch062

APA

Gall, P. & Burn, J. (2010). Evaluating Virtual Organisational Preparedness. In I. Management Association (Ed.), Networking and Telecommunications: Concepts, Methodologies, Tools, and Applications (pp. 947-955). IGI Global. https://doi.org/10.4018/978-1-60566-986-1.ch062

Chicago

Gall, Peter, and Janice Burn. "Evaluating Virtual Organisational Preparedness." In Networking and Telecommunications: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, 947-955. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-986-1.ch062

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Abstract

As organisations enter an era of information superhighways, expanded electronic commerce, and “virtualness,” executives increasingly realise that in addition to business strategy influencing IT, IT now influences business strategy (Rockart et al., 1996). Hirschheim and Sabherwal (2001) confirmed the validity of previous findings and determined that it is important for organisations to understand the dynamic and emergent nature of business-information systems alignment. Recent perspectives on strategy argue that the basis for achieving competitive advantage, even short term advantage, lies in the configuration of resources that enable value creation through a sustained dynamic and continuous process of adaptation and change (Wheeler, 2002; Zahra & George, 2002; Breu & Peppard, 2001). Alignment competencies are created by leveraging the organisation’s specific resources and processes, structures and practices (Cumps et al., 2006).

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