Strategies for Virtual Work

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Author(s): Paul Jackson (Edith Cowan University, Australia)and Jane E. Klobas (Bocconi University, Italy, and University of Western Australia, Australia)
Copyright: 2008
Pages: 7
Source title: Encyclopedia of Networked and Virtual Organizations
Source Author(s)/Editor(s): Goran D. Putnik (University of Minho, Portugal)and Maria Manuela Cruz-Cunha (Polytechnic Institute of Cavado and Ave, Portugal)
DOI: 10.4018/978-1-59904-885-7.ch203

Keywords: Information Science Reference / Media & Communications / Social Computing / Virtual Communities & Virtual Reality

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Abstract

As capital searches for new markets, greater efficiencies and competitive advantage, time, space and the boundaries of the firm become strategic enablers rather than operational hindrances. Mass customization, the ability to develop and deliver exactly what a customer needs, requires intimacy with their operations and the active participation of customers and customer communities in the design of solutions (Venkatraman & Henderson, 1998). The mobilization and leveraging of knowledge resources to create ideal solutions requires building teams of experts who are motivated, empowered and connected. These experts can be at home, in other offices, in other companies, or in other countries. And the sourcing of assets required to support production and delivery is no longer sacred: complementarity of resources, configured in temporary networks, is sought, even if those resources come from competitors. The solution, the fit for the customer, is the key to success, not the historical reliability of the tried and true business process (Castells, 2001).

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