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Value Configurations of Organizations

Value Configurations of Organizations

Petter Gottschalk, Hans Solli-Saether
Copyright: © 2009 |Pages: 20
ISBN13: 9781605666488|ISBN10: 1605666483|ISBN13 Softcover: 9781616925703|EISBN13: 9781605666495
DOI: 10.4018/978-1-60566-648-8.ch002
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MLA

Petter Gottschalk and Hans Solli-Sæther . "Value Configurations of Organizations." E-Government Interoperability and Information Resource Integration: Frameworks for Aligned Development, IGI Global, 2009, pp.39-58. https://doi.org/10.4018/978-1-60566-648-8.ch002

APA

P. Gottschalk & H. Solli-Sæther (2009). Value Configurations of Organizations. IGI Global. https://doi.org/10.4018/978-1-60566-648-8.ch002

Chicago

Petter Gottschalk and Hans Solli-Sæther . "Value Configurations of Organizations." In E-Government Interoperability and Information Resource Integration: Frameworks for Aligned Development. Hershey, PA: IGI Global, 2009. https://doi.org/10.4018/978-1-60566-648-8.ch002

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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 organizations 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 needs 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 organizations, 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, logistic and postal services, retail banks and insurance companies.

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