A STRUCTURE OF ROLES WITHIN VIRTUAL ORGANIZATIONS

Abstract

Virtual organizations (VO) are often characterized by their loose structure, lack of hierarchy and their empowered geographically dispersed members. However, in this paper it is claimed that there is a certain structure present in a VO. This structure can be found in specific roles identified in two VO case studies. The roles are within knowledge teams around a specific knowledge field, who cooperate with other knowledge teams. A second role can be recognized in a management part of the VO. Management is seen as an architect role, where the content of the work is integrated into an overall picture, and a broker role, who mediates between the different parties involved. The last role contains the autonomic partners who are the sponsors of the VO. Furthermore, the power of the VO is not equally distributed among its members, but divided over groups that are part of the architect management role.

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