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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.
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