Open main menu
Home
Random
Recent changes
Special pages
Community portal
Preferences
About Wikipedia
Disclaimers
Incubator escapee wiki
Search
User menu
Talk
Dark mode
Contributions
Create account
Log in
Editing
Virtual organization
(section)
Warning:
You are not logged in. Your IP address will be publicly visible if you make any edits. If you
log in
or
create an account
, your edits will be attributed to your username, along with other benefits.
Anti-spam check. Do
not
fill this in!
== Issues and challenges encountered == Despite the advantages provided, it can be quite challenging to those familiar to conventional work group to lead as a virtual organization. Thus, large risks are conveyed with the challenge of working virtually as this new organizational structure implies several issues.<ref name=Lee>Lee, M., 2014. Leading Virtual Project Teams: Adapting Leadership Theories and Communications Techniques to 21st Century Organizations. New York: CRC Press Taylor & Francis group</ref> Some people wrongly think that the challenges only come from the [[technology management]] but we should not forget the importance of humans. Clearly [[information technology]] offers an efficient and largely beneficial [[Computing platform|platform]] but we should not neglect the necessity, especially in a virtual organization, of the individuals’ skills and manner to collaborate.<ref>Vakola, M. and Wilson, I., 2004.The challenge of virtual organisation: critical success factors in dealing with constant change. Team Performance Management: An International Journal, Vol. 10 Iss: 5/6, pp.112 - 120</ref> === Communication === [[Communication]] is a crucial factor in a virtual organization as it is responsible of its [[efficiency]] and even to its survival. Virtual organizations imply various autonomous and international workers, which also involve challenges such as different [[time zones]] and [[language barriers]]. The collaboration between associates might also get quite complicated as this type of organization denotes only a slight amount of [[face-to-face interaction]]. Thus, a lack of multiple [[communication]] approaches can be observed in virtual organizations.<ref name=Lee /> === Cultural === [[Culture]] constitutes an essential element in any organization of any type. Yet, virtual organizations have to be even more vigilant about this notion as they imply a shared [[leadership]] between the team, which is composed of self-reliant workers from all around the world. Virtual organizations must find a way to overcome [[cultural differences]], which involve dissimilar approaches of working (such as time and deadlines) and living (punctuality for instance), in other words, distinctive philosophies. Thus, virtual organization must exegete respect for differences among the team.<ref name=Lee /> === Interpersonal === Managing virtually successfully requires a valuable communication and cooperation among the team. Perceptions between partners might be quite dissimilar and could lead to conflicts concerning the management of the virtual organization. Thus, it is more than necessary that associates build a solid relationship despite the distance obstacle <ref name=Lee/> Trust is also a crucial matter as a shared leadership among co-workers consequently implies the loss of control on certain functions entrusted to other associates.<ref>BusinessWeek Archives, 1993. The Virtual Corporation. [online] Available at: <[https://web.archive.org/web/20130302055916/http://www.businessweek.com/stories/1993-02-07/the-virtual-corporation]> [Accessed 20 October]</ref> === Technological === Virtual organizations are completely dependent to [[technology]] as they are entirely [[internet-based]]. It is more than necessary for the individuals involved in a partnership to possess similar technological tools from its associates. Compatibility matters resulting from the [[Computer hardware|hardware]] and [[software]] such as the [[operating system]] as well as certain computer’s software might disturb the efficiency of the virtual organization. For instance, the occurrence of incompatibility issues (difficulty in integrating information generated with dissimilar tools) concerning the hardware or software, would dramatically affect virtual organizations’ process and performance as they depend on these tools. Institute, uphold and spread a definite common knowledge between partners is one of the ultimate issue to virtual organizations’ management. [[Security]] and [[Information privacy|data protection]] also constitute a significant challenge as all the information regarding virtual organizations are transmitted and gathered digitally.<ref name=Lee /> A continuous control and evaluation of the technology utilized should be done by virtual organizations in order to prevent being outdated and losing opportunities.<ref>[http://www.muhlenberg.edu/depts/abe/business/miller/virorg.html] Engemann, K. and Miller, H., 1997. The Role of Information Technology in Managing Virtual Organizations. England: University of Oxford</ref> === Economical === Virtual organization involves considerable costs. Between the setup and equipment costs and the maintenance costs, the bill can become quite steep quickly. It also constitutes a challenge to measure, evaluate and track the work done within the different departments of the virtual infrastructure. This might lead to partners missing deadlines, the necessity to rework and, thus, a loss of efficiency and profit.<ref name=Lee />
Edit summary
(Briefly describe your changes)
By publishing changes, you agree to the
Terms of Use
, and you irrevocably agree to release your contribution under the
CC BY-SA 4.0 License
and the
GFDL
. You agree that a hyperlink or URL is sufficient attribution under the Creative Commons license.
Cancel
Editing help
(opens in new window)