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This paper examines the latest of paradigms - the Virtual Network(ed) Organisation - and whether geographically dispersed knowledge workers can virtually collaborate for a project under no central planning. Co-ordination, management and the role of knowledge arise as the central areas of focus. The Linux Project and its development model are selected as a case of analysis and the critical success factors of this organisational design are identified. The study proceeds to the formulation of a framework that can be applied to all kinds of virtual decentralised work and concludes that value creation is maximized when there is intense interaction and uninhibited sharing of information between the organisation and the surrounding community. Therefore, the potential success or failure of this organisational paradigm depends on the degree of dedication and involvement by the surrounding community.
management networks decentralization decentralizednetworks communities collaboration project valuecreation interactions linux coordination knowledge
This paper examines the latest of paradigms - the Virtual Network(ed) Organisation - and whether geographically dispersed knowledge workers can virtually collaborate for a project under no central planning. Co-ordination, management and the role of knowle
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