@booklet {313,
	title = {Aligning Goals, Virtuality and Capability: A Virtual Alignment Model},
	howpublished = {Becoming Virtual},
	year = {2008},
	month = {2008///},
	pages = {11 - 21},
	abstract = {Given the many forms that a virtual organization might take, a critical first step in becoming virtual is to understand the form of virtual organization that is desired or envisaged. Once the desired form is defined, it is necessary to find out how close to, or distant from, that form the organization currently is, and to develop a strategy for moving from the current to the envisioned form. But, a strategy will only work if the organization has the capabilities necessary for transformation.},
	url = {http://dx.doi.org/10.1007/978-3-7908-1958-8_2},
	author = {Jackson, Paul and Klobas, Jane}
}
@booklet {353,
	title = {The Challenge of Becoming Virtual},
	howpublished = {Becoming Virtual},
	year = {2008},
	month = {2008///},
	pages = {35 - 52},
	abstract = {On a cold and damp late autumn afternoon, Peter Fischer looked out from his sixth floor window to the city a few kilometers to the south. He was thinking about what he had just heard. A research group had just presented him with their preliminary observations on the preparedness of his organization to deal with the challenges of working as a virtual organization. Two months earlier, Fischer had shared his vision of the organization as a {\textquotedblleft}Global Network Organization (GNO){\textquotedblright} with his staff: There will be an increase in the dispersal and distribution of all permanent, contract and retainer staff. In this environment, a coherent and consistent view of the organization will be maintained, manifested in shared methods, values and work practices. This way of working will be facilitated by information and communications tools, such as the Internet, VOIP1 and intranets. New forms of workflow and management will evolve to meet new needs, and the organization will continue to be an attractive place to work and participate. Virtualization needs to be cost effective, and might even be a new form of service offering to clients.},
	url = {http://dx.doi.org/10.1007/978-3-7908-1958-8_4},
	author = {Klobas, Jane and Renzi, Stefano}
}
@booklet {354,
	title = {The Challenge of Becoming Virtual, Part 2},
	howpublished = {Becoming Virtual},
	year = {2008},
	month = {2008///},
	pages = {171 - 179},
	abstract = {On a sunny afternoon in June 2006, the research team looked out to the city that Peter Fischer had looked out on 18 months before. They had come to present the results of their research to Unit 2, but the mood did not match the weather. There was despondency in the air, staff stayed mostly in their offices rather than wandering out to discuss the results displayed on posters near the coffee room, and the researchers learnt that business had not picked up as hoped. No-one knew it at the time, but the Unit would largely disappear six months later in a major corporate reorganization.},
	url = {http://dx.doi.org/10.1007/978-3-7908-1958-8_11},
	author = {Klobas, Jane}
}
@booklet {330,
	title = {Envisioning and Monitoring the Process of Becoming Virtual},
	howpublished = {Becoming Virtual},
	year = {2008},
	month = {2008///},
	pages = {23 - 34},
	abstract = {In Chap. 1, we introduced the virtual alignment model and described its three elements: goals, status, and capability, and how they work together. In this chapter, we examine how an organization might establish a vision, identify indicators to monitor status and progress toward the vision, and measure progress and capability.},
	url = {http://dx.doi.org/10.1007/978-3-7908-1958-8_3},
	author = {Jackson, Paul and Klobas, Jane}
}
@booklet {355,
	title = {The Forensics of a Challenged Initiative},
	howpublished = {Becoming Virtual},
	year = {2008},
	month = {2008///},
	pages = {197 - 213},
	abstract = {In this chapter, we analyze Unit 2{\textquoteright}s virtualization initiative, drawing on information gathered throughout the research study and from the perspective of all the points of view that our research team brought together. We begin with the overview of the initiative that we sent to Louise Kjaer at the end of the study. The rest of the chapter describes the method and results of a workshop in which the research team sought to explain the observations described in the overview.},
	url = {http://dx.doi.org/10.1007/978-3-7908-1958-8_13},
	author = {Jackson, Paul and Klobas, Jane and Bernini, Gaela and Jensen, Ivan and Renzi, Stefano}
}
@booklet {338,
	title = {Introduction},
	howpublished = {Becoming Virtual},
	year = {2008},
	month = {2008///},
	pages = {1 - 8},
	abstract = {The past two decades have seen a growing diversity of organizational form as organizations use new technologies to reconfigure work, distributing it more than ever across distant locations, different time zones and even diverse organizations. Companies have been able to place their staff with customers. Production and service work can be moved to low cost countries or people{\textquoteright}s homes, or subcontracted to more qualified firms or individuals. Teams of empowered and motivated specialists can be drawn from around the world, using information and communications technologies (ICT) to communicate and share knowledge. A shirt can be designed in Italy, made in China and sold in Australia. The world is said to be increasingly {\textquotedblleft}virtual{\textquotedblright}, a condition in which organizational solidity is only apparent: the reality is one of high performing, dynamic networks which connect staff, enterprises, processes and expertise, where the drive to produce or compete has displaced the need for permanency and structure.},
	url = {http://dx.doi.org/10.1007/978-3-7908-1958-8_1},
	author = {Klobas, Jane and Jackson, Paul}
}
@booklet {367,
	title = {Tools and Capabilities for Becoming Virtual},
	howpublished = {Becoming Virtual},
	year = {2008},
	month = {2008///},
	pages = {215 - 225},
	abstract = {In this book, we have introduced a framework for conceptualizing the process of virtualization and used it to study knowledge processes and virtualization in a single organization. In this chapter, we consider what we have learned from studying Unit 2 that can be of value to other organizations that are considering becoming virtual. Unit 2 did not achieve its goal of virtualization. But, as is often the case, breakdown reveals more about what is required for success than smooth traveling. The specific aspects of virtualization that the research team studied during the project provide additional insight into the risks of virtualization and the conditions and processes that might be adopted by successful virtualizing and virtual organization. We conclude this research by reviewing the lessons learnt from the individual research projects. We then draw on these, along with the analysis presented in Chap. 12, to summarize lessons for organizations planning to take advantage of network technologies to improve their ability to operate effectively across space, time and structure. Finally, we comment on the potential value for managers and researchers of the virtual alignment model (VAM) and the methods developed to track virtuality and capabilities in the study.},
	url = {http://dx.doi.org/10.1007/978-3-7908-1958-8_14},
	author = {Jackson, Paul and Klobas, Jane}
}
