Abstract
The virtual business model is now commonplace across a range of industries and international boundaries. The attraction of the ‘virtual’ concept is well documented and numerous examples of its efficacy exist in the literature. Applications of the concept vary from the complete application of the virtual model to partial solutions to meet a need for specialist process and capability requirements. This paper identifies some of the issues that will have an impact on planning performance systems. Clearly the notion of ‘asset leverage’ and ‘zero working capital’ are corporate ideals but before these can be anywhere near realities some problems must first be resolved. This paper addresses
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© 2005 International Federation for Information Processing
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Walters, D. (2005). Combining Strategic, Operational and Financial Performance in the Virtual Organisation. In: Camarinha-Matos, L.M., Afsarmanesh, H., Ortiz, A. (eds) Collaborative Networks and Their Breeding Environments. PRO-VE 2005. IFIP — The International Federation for Information Processing, vol 186. Springer, Boston, MA. https://doi.org/10.1007/0-387-29360-4_33
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DOI: https://doi.org/10.1007/0-387-29360-4_33
Publisher Name: Springer, Boston, MA
Print ISBN: 978-0-387-28259-6
Online ISBN: 978-0-387-29360-8
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