By Jane E. Klobas
This e-book examines the services had to rework a globally allotted association right into a digital association (an association that exists and operates throughout time and distance with the help of worldwide communications applied sciences akin to the Internet). The multidisciplinary crew of authors examines virtualization from issues of view starting from the organizational to the technological to the sociological and mental.
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Extra info for Becoming Virtual: Knowledge Management and Transformation of the Distributed Organization (Contributions to Management Science)
The full set of vignettes is included in Appendix 7. In our research, this exercise revealed misgivings which transcended operational risk, and thus elicited information about emotional and psychological issues important to the virtualization process. These issues have not previously been included in the literature of virtual organizations. 26 Paul Jackson and Jane Klobas Employees Your company wins a lot of business and you need to expand quickly. You need new project managers and administrative staff.
Before embarking on a workshop that explicitly seeks to evoke the vision of the future organization, a good understanding of the motivation for virtualization is required. Existing market analyses, strategic plans and other documentation for organizational planning may already contain information about why virtualization is a desired strategy, but much of the 24 Paul Jackson and Jane Klobas information will be held tacitly in the heads of the managers who have conceived of the strategy. In our research, we gathered information about why virtualization might be an appropriate strategy, the goals of virtualization and problems anticipated in achieving a virtual form in a series of planning meetings attended by the organization’s Director and the two senior managers reporting to him.
In these interviews, we gave the Director a list of the capabilities for virtualization described in this chapter and asked him to comment on any action he had taken in relation to each of them. We conducted an additional 25 to 35 interviews during each visit as part of our analysis of the state of virtuality and capabilities for virtualization. We established a quota for interviewees in different categories, making sure we spoke with managers and consultants based both in and outside of head office as well as administrative and ICT support staff.
Becoming Virtual: Knowledge Management and Transformation of the Distributed Organization (Contributions to Management Science) by Jane E. Klobas
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