Organizations are increasingly facing more dynamic environments. Often the time frame involved is too small for the organization to adopt formal structural changes in response to these environments. Increasingly, organizations are turning to virtual organizations to respond to this dynamic environment. Virtual organizations are temporary groupings of workers that meet task needs without formal change to the organization. Through the use of virtual organizations, the flexibility of the traditional organization is augmented. A research model is formulated that relates the strength of the virtual organization to performance. The model is tested with a sample of 273 Air Force acquisition managers comprising 84 teams. A measurement scheme for the strength of the virtual organization is developed and validated. A hierarchical regression scheme confirms that stronger virtual organizations perform better in complex task situations. The implications of these findings are explored. / Source: Dissertation Abstracts International, Volume: 55-12, Section: A, page: 3919. / Major Professor: Thomas D. Clark. / Thesis (Ph.D.)--The Florida State University, 1994.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_77316 |
| Contributors | Vickery, Caisson Moates., Florida State University |
| Source Sets | Florida State University |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | 196 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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