Strategies for Virtual Organizations

Strategies for Virtual Organizations

Kettunen (Turku University of Applied Sciences, Finland)
Copyright: © 2008 |Pages: 7
DOI: 10.4018/978-1-59904-885-7.ch202
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Abstract

Regional development has been playing an increasingly important role in the activities of higher education institutions (HEIs). The planning of regional strategies is notably different from that of other strategies, because there is no single institution or organisational unit who owns the strategy. This study presents techniques for networked and virtual organisations to gain commitment to a common strategy with applications for regional development.

Key Terms in this Chapter

Virtual Alignment Model (VAM): A model of the elements of alignment accompanied by the likely effects of alignment or misalignment between a firm’s strategy for virtuality, current level of virtuality, and capability to operate virtually at different levels.

Virtualization Alignment: Alignment between a firm’s strategy for virtuality, current level of virtuality, and capability to operate virtually.

Capabilities for Virtualization: The set of competencies and infrastructure available to support the process of virtualization.

Virtuality: The qualitative and quantitative characteristics that define the nature and extent to which an organization is virtual.

Virtuality Dashboard: A visual representation of the extent to which an organization is virtual along several dimensions of virtuality.

Virtual Work: A form of work organization in which staff are routinely distributed across geographical locations and firm boundaries, supported by mobile information and communications technologies.

Virtualization: The process of becoming a virtual organization.

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