Tools and Capabilities for Becoming Virtual

  • Paul Jackson
  • Jane Klobas
Part of the Contributions to Management Science book series (MANAGEMENT SC.)


In this book, we have introduced a framework for conceptualizing the process of virtualization and used it to study knowledge processes and virtualization in a single organization. In this chapter, we consider what we have learned from studying Unit 2 that can be of value to other organizations that are considering becoming virtual. Unit 2 did not achieve its goal of virtualization. But, as is often the case, breakdown reveals more about what is required for success than smooth traveling. The specific aspects of virtualization that the research team studied during the project provide additional insight into the risks of virtualization and the conditions and processes that might be adopted by successful virtualizing and virtual organization. We conclude this research by reviewing the lessons learnt from the individual research projects. We then draw on these, along with the analysis presented in Chap. 12, to summarize lessons for organizations planning to take advantage of network technologies to improve their ability to operate effectively across space, time and structure. Finally, we comment on the potential value for managers and researchers of the virtual alignment model (VAM) and the methods developed to track virtuality and capabilities in the study.


Business Process Organizational Commitment Virtual Work Work Process Manage Business Process 
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Copyright information

© Physica-Verlag Heidelberg 2008

Authors and Affiliations

  • Paul Jackson
    • 1
  • Jane Klobas
    • 2
    • 3
  1. 1.School of ManagementEdith Cowan UniversityJoondalupAustralia
  2. 2.Carlo F. Dondena Centre for Research on Social DynamicsUniversità BocconiMilanItaly
  3. 3.UWA Business SchoolUniversity of Western AustraliaNedlandsAustralia

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