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Cooperative StrategyManaging Alliances, Networks, and Joint Ventures$
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John Child, David Faulkner, and Stephen Tallman

Print publication date: 2005

Print ISBN-13: 9780199266241

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199266241.001.0001

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The virtual corporation 1

The virtual corporation 1

Chapter:
(p.164) 9 The virtual corporation1
Source:
Cooperative Strategy
Author(s):

John Child

David Faulkner

Stephen B. Tallman

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199266241.003.0009

There is a wide variety of descriptions and definitions of virtual organization available. This chapter first identifies some of the common features of this new organizational form. It then describes the various form of virtual organization, and considers that there are some conditions under which organizations have to identify the benefits that they expect to attain from virtual corporations and the corresponding limitations. Also, the chapter explains how the virtual corporation is managed, looking particularly on the various organizational, technological, and economic factors and how the need arises for well-developed teamwork in virtual corporations. It also draws attention to how to avoiding conflict may bring about negative effects on the performance of the team, and how Information Technology plays no small part in the managing virtual corporations.

Keywords:   virtual organization, virtual corporation, economics, technology, organizational factors, conflict, Information Technology

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