Changing the way of doing business : electronically enabled organizations
Name
45483940-MIT.pdf
Description
Full printable version
Size
11.23 MB
Format
Adobe PDF
Checksum (MD5)
14c103e1059a7c7d3d2da3810eca9c62
Author(s)
Varano, Alberto, 1963-
Advisor(s)
Michael S. Scott Morton.
Date Issued
2000
Publisher
Massachusetts Institute of Technology
Abstract
Several forces are forging a new business environment. Among them are dramatic increase in communications, globalization of markets and supply chains, focus on customer needs, increased speed and competition. Companies adapt to this new, more challenging environment by changing their business model. The latest development of technology has enabled the creation of new business models, as well as forged radical changes in traditional ones. This thesis examines an organizational form, the Electronically Enabled Organization (EEO), which enables companies to implement a model that leverages technology in order to sense customer needs and respond quickly and effectively. Companies with successful implementation of the EEO concept have enjoyed both lower costs and higher customer satisfaction. The design of an EEO structure must align with other four elements: strategy, technology, people and processes and it is only limited by top management's traditional focus toward conventional business models and organizational structures. The real difficulty comes from the implementation, particularly where it affects people and their operating habits. Therefore large and well-established companies are at a disadvantage compared to smaller and younger organizations.
Description
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2000.
Also available online at the DSpace at MIT website.
Includes bibliographical references (leaves 122-123).
Subjects
Sloan School of Management.
MIT Department
Sloan School of Management
Terms of Use
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
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