@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 {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}
}
