Abstract
The virtual organisation challenges traditional management assumptions because a new means
of coordinating globally dispersed employees is needed. To understand the collective activities
of a workforce separated by space and time, this paper describes a complexity science-based
management framework for virtual organisations. Specific focus is on a South African virtual
organisation as a complex adaptive system. A single, embedded case study strategy was
followed, and multiple data sources used to generate theory. In this paper, results are reported
that clarify the management of an organisation where technology replaces conventional face-toface
contexts for socialisation and assimilation. The paper shows how managers create a virtual
context for sharing meaning and interaction through synergy, empowerment, participation and
an accountable, committed workforce.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:tut/oai:encore.tut.ac.za:d1001182 |
| Date | January 2010 |
| Creators | Papastefano, N, Arnoldi-van der Walt, SE |
| Publisher | African Journal of Business Management |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | |
| Rights | African Journal of Business Management |
| Relation | South African Journal of Public Relations and Business Communuication |
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