Virtual Organizations Management

Abstract

While single-domain and application-specific “organized networks” are known and have been in use throughout history, the concept of virtual organizations (VO) as such is very young (Camarinha-Matos, Banahan, & Sousa, 2004). In addition, virtual organizations encompass a wide range of typologies in structure, topology, and time span, as well as life cycle coverage (Karvonen, Salkari, & Ollus, 2005). Even though specific categories of VOs are more and more understood (i.e. supply chains, extended enterprises and other types of networks) and systematically supported by dedicated methods and tools, the “management” of their activities in terms of fostering the coordinated target achievement is still in its beginnings. Hence the management of generic VOs is even less systematically researched, which in itself constitutes a major challenge. It is important to note that VO management is about the management of business processes going over and across the VO members, it is not about the management of the constituent members themselves. VO management denotes the organization, allocation, and coordination of resources and their activities, as well as their interorganizational dependencies, to achieve the objectives of the VO within the required time, cost, and quality frame (ECOLEAD, 2005).

Managing Changes in Service Oriented Virtual Organizations

“…The fact that different organizations collaborate in a dynamic environment increases the need to have proper governance principles, management solutions, and best practices, in order to achieve the VO's objectives (Jansson & Eschenbaecher, 2005). Virtual Organization Management (VOM) is the organization, allocation and coordination of resources, including their activities and interorganizational dependencies to achieve the objectives of the VO within the required time, costs and quality frame (Jansson & Eschenbaecher, 2005;Jansson et al, 2008;Negretto et al, 2008). The main challenges in VOM come from its temporary nature, the distributed operations among different partners, and differing cultures, goals, and behaviors.…”

“…Furthermore, the VO environment calls for dynamic management that can react and respond to dynamic environmental conditions. These conditions may lead to the restructuring of management's approach, or even of the VO topology and configuration (Jansson & Eschenbaecher, 2005;Jansson et al, 2008). Other challenges include solving problems, managing changes, high-quality and transparent decision-making between different partners, and reliance on the trustworthiness of VO information, knowledge sharing, and governance aspects (Drissen-Silva & Rabelo, 2009).…”

Contribution to the collaborative work in virtual organization - a case study

“…The objective of virtual community management is without forcing power, through creating trust and considering risks while acting on incomplete information (Jansson, et al, 2007). EWG ORD is managed democratically by managing board members.…”

“…There are several research studies that are concerned with the six dimensions that are used to analyze a virtual community / virtual organization. These are the use of technologies (Wamalwa 2007, Kljajić Borštnar, 2012, sense of belonging (Blanchard and Markus, 2002), success factors (Leimeister, et al, 2006), level of trust among members (Abdul-Rahman andHailes 2000, Leimeister andKrcmar 2005), virtual community management (Jansson et al, 2007), and contents of the virtual community (not well studied).…”