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Virtuality Among Construction Management Services Companies

Virtuality Among Construction Management Services Companies

Wafa Alsakini, Juhani Kiiras, Pekka Huovinen
Copyright: © 2008 |Pages: 8
ISBN13: 9781599048857|ISBN10: 159904885X|EISBN13: 9781599048864
DOI: 10.4018/978-1-59904-885-7.ch244
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MLA

Alsakini, Wafa, et al. "Virtuality Among Construction Management Services Companies." Encyclopedia of Networked and Virtual Organizations, edited by Goran D. Putnik and Maria Manuela Cruz-Cunha, IGI Global, 2008, pp. 1843-1850. https://doi.org/10.4018/978-1-59904-885-7.ch244

APA

Alsakini, W., Kiiras, J., & Huovinen, P. (2008). Virtuality Among Construction Management Services Companies. In G. Putnik & M. Cruz-Cunha (Eds.), Encyclopedia of Networked and Virtual Organizations (pp. 1843-1850). IGI Global. https://doi.org/10.4018/978-1-59904-885-7.ch244

Chicago

Alsakini, Wafa, Juhani Kiiras, and Pekka Huovinen. "Virtuality Among Construction Management Services Companies." In Encyclopedia of Networked and Virtual Organizations, edited by Goran D. Putnik and Maria Manuela Cruz-Cunha, 1843-1850. Hershey, PA: IGI Global, 2008. https://doi.org/10.4018/978-1-59904-885-7.ch244

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Abstract

Changing market conditions and the fast development of information and communications technologies (ICT) have been the driving forces towards the virtualization of organizations (Franke, 2001). Today’s business environments are characterized as complex, uncertain, and interdependent. A virtual organization (VO) may be defined as “an entity that is capable of dealing with complexity and uncertainty through cooperation among members in a network that is managed like a single organization” (Saabeel et al., 2002). The goal is to create and nurture flexibility for meeting changing market conditions. In turn, this goal is attained by employing a core competence strategy (i.e., companies concentrate on what they do best), extending their value chains, and integrating many core competences of other stakeholders. The acquisitions and the development of all resources and capabilities needed for the exploitation of windows of future opportunities have become more time consuming and costly for many organizations that act on their own. Thus, VOs are being formed to exploit those opportunities where each member possesses different, but compatible knowledge, skills, and resources (Franke, 2001; Coulson & Kantamnen, 2003).

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