This article describes a complexity theory-based management framework for virtual organisations. Specific focus is on a South African virtual organisation as a complex adaptive system. A case study strategy was followed, and multiple data sources used to generate theory. The findings describe the management of an organisation where technology replaces conventional face- to-face contexts for integration and assimilation. The article showed how managers create a virtual context for sharing meaning and interaction through synergy, empowerment, participation and an accountable, committed workforce.
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