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Abstrakty
Purpose: To analyze the four key pillars of virtual organizations and assess the impact of business management solutions on the quality of information management.
Design/methodology/approach: The study deeply analyzed the four primary pillars that support a virtual organization, namely its primary goal, common telecommunication/IT network, mutual trust, and people. The research adopted both descriptive and comparative analytical methods, as well as synthetic methods, to study and compare various approaches to managing a virtual organization. The Shapiro-Wilk test determined the adoption of parametric significance tests.
Findings: The management process in a virtual organization is intricately connected to the quality of the four main pillars. Especially significant is the role of people, who are considered the primary capital in this organizational model. Efficient management of a virtual organization leads to flexibility, innovation, and achieving effective results through the adept utilization of human and technological resources.
Research limitations/implications: While the research provides an extensive understanding of the workings and factors influencing virtual organizations, the findings are based on the views of the 355 respondents, which may limit its generalizability.
Practical implications: The findings offer pragmatic guidance for managers and practitioners in the realm of managing virtual organizations. It emphasizes the need to focus on the quality and efficiency of the four main pillars, especially on human resources, to ensure the success and innovation of the virtual organizational model.
Originality/value: The article offers a fresh perspective on the research of virtual business cooperation in the 21st century. By amalgamating various research methods and analyzing responses from a diverse group of respondents, it reveals a deeper understanding of the factors that influence the success and management of virtual organizations. It underscores the significance of human resources and technology in this modern business model.(original abstract)
Design/methodology/approach: The study deeply analyzed the four primary pillars that support a virtual organization, namely its primary goal, common telecommunication/IT network, mutual trust, and people. The research adopted both descriptive and comparative analytical methods, as well as synthetic methods, to study and compare various approaches to managing a virtual organization. The Shapiro-Wilk test determined the adoption of parametric significance tests.
Findings: The management process in a virtual organization is intricately connected to the quality of the four main pillars. Especially significant is the role of people, who are considered the primary capital in this organizational model. Efficient management of a virtual organization leads to flexibility, innovation, and achieving effective results through the adept utilization of human and technological resources.
Research limitations/implications: While the research provides an extensive understanding of the workings and factors influencing virtual organizations, the findings are based on the views of the 355 respondents, which may limit its generalizability.
Practical implications: The findings offer pragmatic guidance for managers and practitioners in the realm of managing virtual organizations. It emphasizes the need to focus on the quality and efficiency of the four main pillars, especially on human resources, to ensure the success and innovation of the virtual organizational model.
Originality/value: The article offers a fresh perspective on the research of virtual business cooperation in the 21st century. By amalgamating various research methods and analyzing responses from a diverse group of respondents, it reveals a deeper understanding of the factors that influence the success and management of virtual organizations. It underscores the significance of human resources and technology in this modern business model.(original abstract)
Rocznik
Strony
69--85
Opis fizyczny
Twórcy
autor
- Czestochowa University of Technology, Poland
autor
- WSB Merito Universities, Wroclaw
Bibliografia
- 1. Afsarmanesh, H., Camarinha-Matos, L.M., Msanjila, S.S. (2009). On management of 2nd generation virtual organizations breeding environments. Annual Reviews in Control, 33.2, pp. 209-219.
- 2. Alfieri, R. et al. (2004). VOMS, an authorization system for virtual organizations. In: Grid Computing: First European Across Grids Conference, Santiago de Compostela, Spain, February 13-14, 2004. Revised Papers. Berlin/Heidelberg: Springer, pp. 33-40.
- 3. Al-Karkhi, A., As, Fasli, M. (2019). Virtual Organizations for Resource Allocation under Random Failure in a Network of Agents. 2nd Scientific Conference of Computer Sciences (SCCS). IEEE, pp. 6-11.
- 4. Bagga, S.K., Gera, S., Haque, S.N. (2023). The mediating role of organizational culture: Transformational leadership and change management in virtual teams. Asia Pacific Management Review, 28.2, pp. 120-131.
- 5. Blanchard, A.L. (2021). The effects of COVID-19 on virtual working within online groups. Group Processes & Intergroup Relations, 24.2, pp. 290-296.
- 6. Brütsch, D., Frigo-Mosca, F. (1996). Virtuelle Organisation in der Praxis. IO Management, no. 9, p. 33.
- 7. Burrell, D.N. et al. (2021). Organizational dynamics of the rise of telework as an adaptive response to a global pandemic. Land Forces Academy Review, 26.3, pp. 209-222.
- 8. Chumg, H.-F., Huang, Ch.-J. (2021). Investigating the relationships between cultural embeddedness, happiness, and knowledge management practices in an inter-organizational virtual team. Frontiers in Psychology, 11, 512288.
- 9. Dulebohn, J.H., Hoch, J.E. (2017). Virtual teams in organizations. Human resource management review, 27.4, pp. 569-574.
- 10. Eseryel, U.Y., Crowston, K., Heckman, R. (2021). Functional and visionary leadership in self-managing virtual teams. Group & Organization Management, 46.2, pp. 424-460.
- 11. Hacker, J.V. et al. (2019). Trust in virtual teams: A multidisciplinary review and integration. Australasian Journal of Information Systems, 23.
- 12. Kisielnicki, J. Ochinowski, T. (2005). Etyka w organizacjach wirtualnych.
- 13. Liu, Q., Gou, J., Camarinha-Matos, L.M. (2020). Towards agile operation for small teams in knowledge intensive organizations: A collaboration framework. Boosting Collaborative Networks 4.0: 21st IFIP WG 5.5 Working Conference on Virtual Enterprises, PRO-VE 2020, Valencia, Spain, November 23-25, 2020, Proceedings 21. Springer International Publishing, pp. 263-272.
- 14. Lockwood, J. (2018.). Virtual team management: what is causing communication breakdown? In: Language and Intercultural Communication in the Workplace. Routledge, pp. 137-152.
- 15. Martyniuk, O., Korolov, I. (2022). Virtual and accessible reality technologies in the trends of modern enterprise competitiveness. Three Seas Economic Journal, 3.1, pp. 111-116.
- 16. Mikuła, B. (2018). Zarządzanie oparte na wiedzy - podstawowe założenia. Studia Ekonomiczne. Gospodarka, Społeczeństwo, Środowisko, 1(2), pp. 34-46.
- 17. Mitchell, A. (2023). Collaboration technology affordances from virtual collaboration in the time of COVID-19 and post-pandemic strategies. Information Technology & People, 36.5, pp. 1982-2008.
- 18. Morrison-Smith, S., Ruiz, J. (2020). Challenges and barriers in virtual teams: a literature review. SN Applied Sciences, 2, pp. 1-33.
- 19. Newman, S.A., Ford, R.C., Marshall, G.W. (2020). Virtual team leader communication: Employee perception and organizational reality. International Journal of Business Communication, 57.4, pp. 452-473.
- 20. Robertson, M.M. et al. (2022). Virtual office intervention effectiveness: A systems approach. Work, 71.2, pp. 451-464.
- 21. Turner, S.F., Bettis, R.A., Burton, R.M. (2002). Exploring depth versus breadth in knowledge management strategies. Computational & Mathematical Organization Theory, 8, pp.49-73.
- 22. Walker, H. (2006). The virtual organisation: a new organisational form? International Journal of Networking and Virtual Organisations, 3.1, pp. 25-41.
- 23. Zahar, N.N., Ismail, F., Rashid, U.K. (2021). Challenges and critical success factors in managing virtual teams: The workplace of the future. Advances in Humanities and Contemporary Studies, 2.1, pp 8-14.
- 24. Żukowska-Budka, J. (2006). Odmienne ujęcie funkcji motywacji oraz kontroli w organizacji wirtualnej. Management Forum 2020. Nowoczesne koncepcje i metody zarządzania strategicznego, Katedra Teorii Zarządzania SGH, Warszawa, p. 4.
- 25. Zuofa, T., Ochieng, E.G. (2021). Investigating barriers to project delivery using virtual teams. Procedia Computer Science, 181, pp. 1083-1088
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171689458
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