Virtual Organizations Through a Relational Lens
Piero Migliarese, Vincenzo Corvello
Virtual organizations have often been identified with a strong ICT infrastructure, used to increase organizational flexibility. In these paper we argue that ICT is important, but not sufficient: organizational aspects (roles, rules, methods) are also critical. Flexibility can be achieved acting on organizational relations and making them looser. The risk must be avoided, however, that loose organizational relations decrease organizational controllability. We propose the Organizational Relational Model, developed by one of the authors in other papers, as a useful framework for organizational analysis and design in virtual settings. Two strategies for virtual organizing are proposed and described.