The virtual collaborative organization: Magnifying transcultural, technological and strategic complexity

Shauna Torrance, Christine Anne Reilly, Amos Peter Haniff

    Research output: Contribution to journalArticle

    Abstract

    This paper introduces the concept of the Virtual Collaborative Organisation (VCO), as an evolution from the single, temporary organisation. A VCO is described as a structure where multiple organisations enter strategic partnerships through a collaborative virtual project. The paper undertakes a critique of existing literature on temporary organisations to examine the complexity of achieving strategic alignment within a multiple organisation virtual collaboration. Themes arising from the management of such organisations are discussed in detail, before the role of technology in negotiating strategic alignment within and across multiple organisations is considered. Finally, tensions arising from alignment are debated, and the conclusion is drawn, while the VCO offers organisations a useful route to successful collaboration, tensions remain in the quest for strategic alignment.
    Original languageEnglish
    Pages (from-to)3-9
    Number of pages7
    JournalOpen Economics and Management Journal
    Volume2
    Issue numberSuppl 1
    Early online date31 Mar 2015
    DOIs
    Publication statusPublished - 2015

    Keywords

    • Collaboration, project management, projects, strategic alignment, temporary organisations, virtual organisations

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