Management, Vol. 1, Issue 1, Dec  2017, Pages 16-27; DOI: 10.31058/j.mana.2017.11002 10.31058/j.mana.2017.11002

Fundamental Modeling of Virtual Organization (VO) Implementation for Digital Edge Business Needs

Management, Vol. 1, Issue 1, Dec  2017, Pages 16-27.

DOI: 10.31058/j.mana.2017.11002

Md. Sadique Shaikh 1* , Safeena Khan, Tanvir Begum 1

1 Institute of Management & Science (IMS), Sakegaon-Bhusawal, M.S, India

Received: 24 November 2017; Accepted: 26 December 2017; Published: 21 January 2018

Full-Text HTML | Download PDF | Views 570 | Download 342

Abstract

Mowshowitz used the term Virtual Organization for the first time in 1986. Since then, there has been a lot of research on this type of networked organizations and how they will revolutionize the way we work in the 21st Century. There are numerous definitions of a VO because many authors and research groups use their own definition for their work. In the book The Virtual Corporation, (Davidow& Malone, 1992) presented one of the first extensive approaches to the subject. The focus for their conception of a Virtual Corporation relates to the concept of a Virtual Product. The ideal virtual product according to them was a product or service that is produced instantaneously and customized in response to customer demand. Throughout this paper we had presented different approaches to the subject based on the literature, and try to give an overview of the modeling of a Virtual Organization. In the literature, there exist various synonyms to the term Virtual Organization: Virtual Corporation (VC), Virtual Enterprise (VE) and Virtual Company (VCo) are all related to the same concept of co-operation between different organizations or individuals.

Keywords

Virtual Organization, Virtual Corporation, Virtual Company, VO Modeling, VO Designing, E-Business, VOD, VCM

Copyright

© 2017 by the authors. Licensee International Technology and Science Press Limited. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

References

Performance and performance improvement are two of the central interests of business management. By adopting new organisational structures or new ways of practicing business, organisations are able to generate revenue from new sources. Performance measurement in a virtual organisation context is quite similar to any other performance measurement. However, networks are not easily put into formal organisational charts, nor apprehended. The context of knowledge work is more complicated because it is very abstract. Moreover, operational measures are difficult to derive from success factors. Yet absolute and relative competence should be taken into account when performance is defined, for it is the key to understanding knowledge work .i.e. Virtual Organization.
References
[1] Ahuja, M.K. & Carley, K.M. (1998) Network structure in virtual organizations. Journal of Computer- Mediated Communication, 3(4):1-31.
[2] Baecker, R.M. (1993) Readings in groupware and computer-supported cooperative work assisting human-human collaboration. San Francisco, CA: Morgan Kaufmann Publis hers.
[3] Byrne, J.A. (1993) the virtual corporation. Business Week, 8.2.1993, pp. 98-103.
[4] Cascio, W.F. (1999) Virtual workplaces: implications for organizational behavior. In C.L. Cooper & D.M. Rousseau (Eds.), The virtual organization. Trends in Organizational Behavior, Vol 6, pp. 1-14.
[5] Davidow, W. & Malone, T. (1992). The virtual corporation. New York: HarperBusiness.
[6] Emery, F. (1993, orig. 1976). The second design principle. Participation and the demo cratization of work. In: E. Trist & H. Murray (eds.) The social engagement of social science. A Tavistock Anthology, vol. II: The socio-technical perspective, pp. 214-233. Philadelphia: University of Pennsylvania Press.
[7] Emery, F. & Trist, E. (1997, orig. 1963). The causal texture of organizational environments. In: E. Trist, F. Emery & H. Murray (eds.) The social engagement of social science. A Tavistock Anthology, vol. III: The socio-ecological perspective, pp. 53-65. Philadelphia: University of Pennsylvania Press.
[8] Grabowski, M. & Roberts, K.H. (1998) Risk mitigation in virtual organizations. Journal of Computer-Mediated Communication, 3(4).
[9] Gristock, J (1997). Communications and organizational virtuality. Electronic Journal of Organizational Virtualness. Http://www.virtual-organization.net.
[10] Hedberg, B., Dahlgren, G., Hansson, J. &Olve, N-G. (1997) Virtual organizations and beyond.
[11] Discover imaginary systems .Chichester: John Wiley & Sons.
[12] Herbst, P.G. (1976). Alternatives to hierarchies. Leiden: MartinusNijhoff.
[13] Hyötyläinen, R. (2000). Development mechanisms of stratgic enterprise networks. Learning and
[14] innovation in networks. VTT publications 417. Espoo: Technical Research Centre of Finland. Espoo.
[15] Igbaria, M. & Tan, M. (1998). The virtual workplace. London: Idea Group Publishing.
[16] Jackson, P. (Ed.) (1999). Virtual working, social and organisational dynamics. London and New York: Routledge.
[17] Jarvenpaa, S.L. &Leidner, D.E. (1998) Communication and trust in global virtual teams. Journal of Computer-Mediated Communication, 3(4):1-38.
[18] Kasvi, J.J.J., Vartiainen, M., Pulkkis, A. &Nieminen, M. (2000). The role of information support systems in the joint optimisation of work systems. Human Factors and Ergonomics in Manufacturing 10, 2, 193-221.
[19] Lipnack, J. & Stamps, J. (1997) Virtual teams: researching across space, time, and organizations with technology. New York: John Wiley and Sons.
[20] McDonough III, E.F., Kahn, K.B. &Barczak, G. (2001) An investigation of the use of global, virtual, and collocated new product development teams. The Journal of Product Innovation Management 18(2), 110-120.
[21] Rheingold, H. (1993). The virtual community: homesteading on the electronical frontier. USA: Harper.
[22] Snow, C.C., Lipnack, J. & Stamps, J. (1999). The virtual organizatioin: promises and payoffs, large and small. In C.L. Cooper & D.M. Rousseau (Eds.), The virtual organization. Trends in Organizational Behavior, Vol 6, pp. 15-30. Chichester: John Wiley & Sons.
[23] Vartiainen, M. &Kasvi, J. (2001). Means of organizational memory to increase the redundancy of functions in work systems. In: M.J. Smith & G. Salvendy (Eds.), Systems, social and internationalization design aspects of human-computer interaction, vol. 2 of the Proceedings of HCI International 2001, pp. 43-47. Mahwah, NJ: Lawrence Erlbaum.
[24] Wiesenfeld, B.M., Raghurum, S. &Garud, R. (1998) Communication patterns as determinants of organizational identification in a virtual organization. Journal of Computer-Mediated Communication, 3(4).