@article {322,
	title = {Conduct, Performance, and Dilemmas of Inter-organizational Virtual Organizing},
	year = {2007},
	pages = {35 - 50},
	abstract = {Firms are increasingly embedded in networks of relationships with other organizations that are of strategic importance. An organization{\textquoteright}s participation in a network may provide access to information, resources, markets, and technologies, or it may lock it in unproductive relationships from which it may be difficult to extricate. Therefore, it is no longer adequate to analyze firms{\textquoteright} conduct and performance by examining firms in isolation from their network partners. Strategy research has investigated inter-organizational alliances for some time. However, the primary focus of this research has been to examine the antecedents of network formation and relatively lesser attention has been paid to the implications of alliances and networks on a firm{\textquoteright}s performance. Since virtual organizations are conceptualized as strategic networks and alliances among organizations, we examined literature on virtual organizations to understand what has been done in inter-organizational context. We found 34 papers out of a total of 117 papers on virtual organization that examined virtual organizing at inter-organizational level. We classified each of the short-listed papers by virtual organizing type (network membership, network structure, tie modality, and time-frame), performance, and dilemmas of virtual organizing. Our analyses showed that inter-organization virtual organizing strategy varied with the goals of virtual organizing. Across the short-listed papers we found a pattern of organizing that depended on whether organizing was for abstract resources (knowledge, skills, competencies, etc.) or for specific goals (outsourcing key components). Virtual organizing for abstract resources tended to exhibit decentralized network structure and collaborative ties with partners, while virtual organizing for specific goals tended to exhibit centralized network structure and opportunistic ties. We found a lack of empirical literature examining the process of inter-organization virtual organizing strategy and its consequences.},
	doi = {10.1007/978-0-387-73025-7_5},
	author = {Jha, Sanjeev and Watson-Manheim, Mary}
}
@article {356,
	title = {The IT Artifact and Telecommuting},
	year = {2007},
	pages = {391 - 395},
	abstract = {Research on the concept of telecommuting or telework, as it is known in various areas of the world, has appeared in information systems (IS) and non-IS publications for more than 20 years. Research areas with respect to telecommuting are quite varied, from Information and Communication Technologies (ICT) use, to transportation, managerial control, work-life issues, and more. A significant number of these studies have taken into account the role of technology in enabling telecommuting. However, recent awareness of the IT artifact issue [1] has raised concerns for some authors, reviewers, and editors as to when the technology component is significant enough to consider some of the telecommuting research as IS research. Others, meanwhile, believe that by definition telecommuting addresses the IT artifact issue, and that this should not be a concern. In this panel, we explore the question of whether the IT artifact is an issue in IS-related telecommuting research by examining topics from multiple and sometimes competing perspectives.},
	doi = {10.1007/978-0-387-73025-7_30},
	author = {B{\'e}langer, France and Watson-Manheim, Mary and Harrington, Susan and Johnson, Nancy and Neufeld, Derrick}
}
@article {373,
	title = {Virtual Teams and Multiple Media: Structuring Media Use to Attain Strategic Goals},
	journal = {Group Decision and Negotiation},
	volume = {15},
	year = {2006},
	month = {2006/07/01/},
	pages = {299 - 321},
	abstract = {Work environments have grown substantially more complex over the years. Teams are increasingly distributed, and presented with a variety of different communication technologies, e.g., e-mail, instant messaging, cellular phones, pagers, and intranet applications, for use in distributed collaborative activities. Further, individuals often belong to multiple teams concurrently. This study explores how virtual team members structure their use of multiple media to attain strategic goals in complex work environments. A grounded theory approach was used to analyze data gathered from forty interviews of information technology workers. Our results indicate that there are two primary structures individuals employ when making use of multiple media: sequential and concurrent. Sequential combinations are of three types: redundant, serial, or complementary, while concurrent combinations are of two types: independent or complementary. Further, individuals strategically use multiple media to accomplish specific communication goals beyond simply transmitting the message, such as message acknowledgement, enhancement of mutual understanding, and participation in multiple communication interactions. The implications of these findings for research and practice are discussed.},
	url = {http://dx.doi.org/10.1007/s10726-006-9044-8},
	author = {B{\'e}langer, France and Watson-Manheim, Mary}
}
