VIRTUAL ORGANIZATIONS AS TEMPORARY ORGANIZATIONAL NETWORKS: BOUNDARY BLURRING, DILEMMAS, CAREER CHARACTERISTICS AND LEADERSHIP

Abstract

The present study investigated the virtual organization model from a relational constructionist perspective. Since the beginning of the nineties, virtual organizations are applauded as the most economically efficient organizational structure to confront the challenges of increasing global competition and environmental complexity. However, when looking at this new organizational activity from a relational constructionist perspective, several critical questions and dilemmas emerge that go unnoticed in the literature. At the same time, in real life 'Open Innovation' cases, the possibilities and boundaries of virtual organizing are also becoming clearer. Compared to classical organizing, virtual organizing makes different demands on managing interdependencies, collaboration, communication. leadership and evaluation, decision making, loyalty and identification with the company. This article inquires into the processes and effects of boundary blurring: dilemmas and challenges concerning trust, loyalty and identity/identification; critical career elements and inclusion/exclusion mechanism: and the role of the leader/facilitator as convener. The main purpose is to develop a new research agenda by raising specific questions concerning the relational side of virtual organizing and related new forms of organization.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 5 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.