Abstract
Whilst virtual organizations are enabled via existing and emerging technologies, they remain principally human constructs. The authors argue that the success of the VO throughout its lifecycle, from creation to dissolution, relies on its capability to create and sustain value. In this context, the human capital of the VO, and more generally, its ‘intangible assets’ play a determinant role. Thus the socio-organizational ‘equation’ consists of a combination of technology, culture, and organization, in which issues including trust, confidentiality, knowledge sharing, etc., must be blended successfully toward the shared VO purpose. This chapter explores the social and organizational aspects of virtual organizations and highlights important issues that need addressing in order to negotiate the necessary transition from a traditional to a knowledge driven organization that can engage effectively in knowledge driven alliances characterized by virtual business modes.
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Rezgui, Y., Wilson, I., Olphert, W., Damodaran, L. (2005). Socio-Organizational Issues. In: Camarinha-Matos, L.M., Afsarmanesh, H., Ollus, M. (eds) Virtual Organizations. Springer, Boston, MA. https://doi.org/10.1007/0-387-23757-7_13
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DOI: https://doi.org/10.1007/0-387-23757-7_13
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