Becoming virtual : knowledge management and transformation - download pdf or read online

By Jane E. Klobas

ISBN-10: 3790819573

ISBN-13: 9783790819571

ISBN-10: 3790819581

ISBN-13: 9783790819588

This publication examines the services had to remodel a globally dispensed association right into a digital association (an association that exists and operates throughout time and distance with the help of world communications applied sciences akin to the Internet). The multidisciplinary group of authors examines virtualization from issues of view starting from the organizational to the technological to the sociological and psychological.

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Additional resources for Becoming virtual : knowledge management and transformation of the distributed organization

Sample text

Vision Leadership Management capability Staff capabilities ICT Work processes Business case Very Low Low Medium High Very high Fig. 5. Capabilities for virtualization, December 2004 The researchers concluded: The limitations in capabilities suggest that there will be little progress toward virtualization during the next six months. Advances in ICT infrastructure in particular, but also management and staff development, processes for virtual work and communication, and sharing the vision with permanent consultants will be necessary before significant progress can be made.

What other issues did he still need to address? 2 The Organization Fischer is Director of the International Development Unit of an international engineering, environmental science and economics consulting firm based in Northern Europe. We will call the firm TPC (“The Parent Company”). TPC has around 3,400 employees of whom 2,000 work in Head Office (HO) and 1,400 abroad. TPC is divided into ten units, nine units serving different industry sectors, and a Central Services Unit which provides administrative and technology services to the entire organization.

2 Envisioning and Monitoring the Process of Becoming Virtual 33 The research was a form of dialogical action research [1] in which the researchers spent one week in the organization at four six-monthly intervals: as the virtualization strategy was implemented, after the first six months, after twelve months and after eighteen months. During each of these visits, we used interviews, group meetings and a questionnaire to measure the organization’s capability for virtualization and their progress toward their envisioned virtual form.

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Becoming virtual : knowledge management and transformation of the distributed organization by Jane E. Klobas

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