 | Meredith A. Butler - 1993 - 276 pages
...virtual organization is a temporary network of independent companies-suppliers, customers, even erstwhile rivalslinked by information technology to share skills, costs, and access to one another's markets. It will have neither central office nor organization chart. It will have no hierarchy, no vertical... | |
 | P. Christopher Earley, Miriam Erez - 1997 - 209 pages
...a temporary network of independent companies— suppliers, manufacturers, and distributors—linked by information technology to share skills, costs, and access to one another's markets. The virtual organization will have neither a central office nor an organizational chart. It will have... | |
 | Joseph A. Petrick, John F. Quinn - 1997 - 422 pages
...strategy. Sometimes the duration of the network structure is temporary, and "virtual organizations" may use information technology to share skills, costs, and access to one another's markets. In addition, TQ organizational design streamlines processes, eliminates unnecessary middle managers,... | |
 | Michael J. Marquardt, Greg Kearsley - 1998 - 340 pages
...organizations are a temporary network of independent companies, suppliers, customers, even rivals linked by information technology to share skills, costs, and access to one another's markets. In its purest form, a company decides to focus on the thing it does best. Then it links with other... | |
 | David Brütsch - 1999 - 206 pages
...a temporary network of independent companies, suppliers, customers, even erstwhile rivals - linked by Information technology to share skills, costs and access to one another's markets. It will have neither centrai office nor organization chart. It will have no hierarchy, no vertical... | |
 | Martin Grentzer - 1999 - 256 pages
...a temporary network of independent companies - suppliers, customers, even erstwhile rivals - linked by information technology to share skills, costs, and access to one another's markets. It will have neither central office nor organization chart. It will have no hierarchy no vertical integration.... | |
 | Yogesh Malhotra - 2000 - 408 pages
...is a temporary network of independent companies — suppliers, customers, and even rivals — linked by information technology to share skills, costs,...one another's markets. This corporate model is fluid and flexible — a group of collaborators that quickly unite to exploit a specific opportunity. Once... | |
 | Michael J. Marquardt, Nancy O. Berger - 2000 - 228 pages
...organization is a temporary network of independent companies, suppliers, customers, and even rivals linked by information technology to share skills, costs, and access to one another's markets. In its purest form, a company decides to focus on the thing it does best. Then it links with other... | |
 | Yogesh Malhotra - 2001 - 470 pages
...temporary network of independent companies — suppliers, customers, even erstwhile rivals — linked by information technology to share skills, costs and access to one another's markets." The virtual organisational model is fluid and flexible, composed of "a group of collaborators that... | |
 | A. Gunasekaran - 2001 - 820 pages
...corporation as a "temporary network of independent companies - suppliers, customers, even rivals - linked by information technology to share skills, costs and access to one another's market". In a similar definition, Jacoliene van Wijk et al. [4] say that "within the network, all partners... | |
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The virtual Corporation is a temporary network of independent companies - suppliers, customers, even erstwhile rivals - linked by information technology to share skills, costs, and access to one another's markets. 
