The virtual organization is a form where only what is used has to be paid for. It has the capability of the real organization, but does not itself have the tangible facilities and permanent employees that is the traditional way of meeting the requirements of customer. It is a concept which gives flexibility, lower overall cost, and reduces the capital needs of a business. It is equally applicable to new and established businesses, and can provide both with a means of achieving success in business development and renewal.
Like others in this series, this book provides a practical guide for managers and entrepreneurs. It shows how those with vision and energy, who do not have the facilities of a large traditional company, can nevertheless achieve success, with no competitive disadvantages. The book shows how to expand and grow without enlarging the organization, and how to gain access to competences without employing more staff.
Well illustrated with case histories and examples, the book reflects the experience of the authors in actually applying the concepts they write about. Checklists and questionnaires are provided where they are helpful. Practical experience is supported by research, and the result is a practical guide to setting up and managing this new form of organization.
'Bo Hedberg is again out in front and leading us into the future of management. Managerial insight and advanced technology are making it possible to create coalitions with the advantages of both markets and hierarchical organizations. In this book, Hedberg and his colleagues explain how these coalitions work and what they need to work best'. William H. Starbuck, ITT Professor of Creative Management, Stern School of Business, New York University
'Professor Hedberg's and his colleagues' pioneering work in identifying and highlighting what makes virtual organizations tick is very timely. The competitive environment in financial services requires that highly motivated professionals voluntarily share their best ideas and dreams with their leaders to ensure customer satisfaction. The authors have rightly identified this crucial point in our success story.' Jan R. Carendi, Senior Executive Vice president, Skandia AB and Chief Executive Officer, Skandia Assurance & Financial Services.

This monograph conducts a historical study of the Army Amateur Radio System, the predecessor to the Military Auxiliary Radio System (MARS). In 2009, the Department of Defense changed the MARS mission to support homeland security functions by using MARS to provide backup emergency communications to local, state, and federal authorities. Viewed as a new direction for MARS, the responsibility of providing emergency communications is the same mission that was ably conducted by the Army Amateur Radio System (AARS) prior to the United States entry into World War II. By understanding the history of the Army Amateur Radio System, MARS can better meet the challenges it faces today. The AARS was formed in 1925 to provide a pool of trained radio operators to augment the Signal Corps during mobilization in time of war and provide an extension of the Signal Corps' radio network to support civil authority with natural disaster relief efforts. While supporting military goals, the organization was composed of volunteer civilians who were accomplished radio amateurs. The AARS succeeded in developing the proficiency of its radio operators as demonstrated by the support provided to government authorities during natural disaster relief efforts. However, on the eve of the United Sates' entry into World War II, the Army Amateur Radio System's membership was significantly underdeveloped in numbers to provide significant manpower to augment the Signal Corps' mobilization for war.