Titlebook: Becoming Virtual; Knowledge Management Paul D. Jackson,Jane E. Klobas Book 2008 The Editor(s) (if applicable) and The Author(s), under excl

補(bǔ)角

,Ver?nderung von innen nach au?en,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.

流利圓滑

The Challenge of Becoming Virtual, Part 2offices 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.

休戰(zhàn)

反對(duì)

Fillet,Filet

Legitimationsdiskurse von Interventionen,ans of new Information and communications technologies (ICT) was designed to enhance communication and knowledge exchange and smooth interaction between colleagues working in our dispersed “Global Network Organization” (a term used by the Unit’s Director, shortened here to GNO).

先兆

https://doi.org/10.1007/978-3-031-30640-2s, social uncertainty is constituted by four conceptual elements: concurrence, coherence, cognition and conformance. The theory is expressed in formal, symbolic notation to aid its experimental verification. The results from the research project provide face validity of the theory.

onlooker

設(shè)施

Social Uncertainty in Virtual Organizations: A Preliminary Ontology of the Constituent Elementss, social uncertainty is constituted by four conceptual elements: concurrence, coherence, cognition and conformance. The theory is expressed in formal, symbolic notation to aid its experimental verification. The results from the research project provide face validity of the theory.

outskirts

Monitoring, Control and the Performance of Virtual Worknstraints is actually more pronounced and pervasive than is initially obvious. Taken together, these controls suggest that the grip over performance is not as tenuous as managers might fear and, conversely, there is a range of managerial instruments available to monitor and control performance.

火花

Book 2008openness and patience, this project would not have been pos- ble. We hope that the outcomes are useful to them and any others wishing to understand the complexities and implications of becoming virtual. June 2007 Jane Klobas Paul Jackson Contents Contributors . . . . . . . . . . . . . . . . . . . .