Understanding the virtuality of virtual organizations

Abstract

Purpose

The virtual organization is emerging as a much‐researched phenomenon in the context of inter‐organizational relationships as well as intra‐organizational issues. However, the existing literature on the subject provides multifarious views of virtual organizations, making it difficult to compare findings in research and derive actionable inputs for practice. This paper proposes a multi‐dimensional model with nine possible variants that serves to accommodate and understand virtuality in its various forms, giving greater conceptual clarity on how virtuality can be measured and interpreted in an organizational context.

Design/methodology/approach

A review of the literature shows that most discussions on virtuality have not made a clear delineation of its facets.

Findings

This paper first identifies the granularity and directionality of virtuality in order to understand virtuality in its different contexts. It then suggests that virtuality should be examined in terms of factors that influence it, the degree of virtuality, and the outcomes of virtuality.

Research limitations/implications

Given the breadth of coverage required to present a model in an area that is as large and complex as virtual organizations, a detailed discussion of the operationalization of the constructs has not been possible.

Originality/value

From a researcher's perspective, this model should aid a better understanding of virtuality whilst providing a framework within which existing and future contributions in this area can be studied. From a managerial perspective, this can be used by organizations to assess whether virtuality is indeed leveraged as a strategic tool or is largely a mere technological phenomenon.

Citation

Shekhar, S. (2006), "Understanding the virtuality of virtual organizations", Leadership & Organization Development Journal, Vol. 27 No. 6, pp. 465-483. https://doi.org/10.1108/01437730610687755