Our focus is on the confluence of social networks and virtual organizations. In massively networked populations, ideologies and aspirations spread at phenomenally fast pace. The Arab spring, for instance, arose in Tunisia on December 17, 2010 and its effects were seen in several countries in a short time. Social action, such as in Tunisia, is often observed as network spikes and bursts that propagate and saturate the network rapidly. There are several organizational models published that explain behavioral dynamics in organizations. However, none of these models have the representational power of modeling spontaneous exigencies of a networked organization that account for rapid rates of dissemination in ad-hoc networks. Therefore, we have conceived this in a life cycle for a prototypical spontaneous, networked organization (SNO) and describe operations therein from formation to dissolution. After describing the life cycle, we offer insights for a model of a successful SNO. Furthermore, we have implemented a spacecraft organization of satellites using Netlogo for further validation of our model.

Many organizations turn to agile methods and practices in their organization in order to retain competitiveness in today's rapidly changing environment and changing customer demands. Researchers claim agile practices, such as Agile Project Management to be most successful if implemented in the entire organization, in an all-or-nothing approach. However, as many traditional organizations are attempting to adopt agile principles such as APM, few studies have been made to what extent agile methods and practices can be successful in traditional organizations. This research investigates how a APM-team at SEB can function in accordance to agile philosophy, and further, if the legacy and traditional structures at SEB counteract the APM-team. The study is a single case study, investigating one APM-team at SEB through semi-structured interviews and organizational documents. In order to answer the research question, a model of analysis was derived in order to capture the important theoretical concepts. It was found that the investigated APM-team in SEB does not function fully in order with agile philosophies, and further that the traditional structures and legacy at SEB hinders the APMteam to work according to agile philosophies. It was also found that the APM-team experienced difficulties with the actual agile way of working, which could affect their ability to work in accordance with said practices. Further research is needed for a greater context to fully understand how traditional organizations can counteract agile initiatives.