The virtual corporation: the conflict between historical and virtual culture
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Authors
Niemela, Cynder
Issue Date
1997
Type
Thesis
Language
en
Keywords
Psychology
Alternative Title
Abstract
This master's project explores the effect that a virtual staffing alternative has on an organization's culture. Information on virtual corporations, virtual staffing, cultural analysis, corporate leadership, organizational culture and transformation was obtained through literature research, a period of personal fieldwork, and survey interviews. The change to a virtual corporation has become a significant component within the business environment to keep pace with current and future demands. The key element in successfully implementing any change initiative is people. But change is not easy and it can cause uncertainty, discomfort, and even insecurity.
The first step in a transformation is for leadership to understand the existing culture before creating the new culture. Conclusions reached, however, indicate that virtual corporations have multiple cultures. Corporate leadership is required to align these cultures with the mission and values of the corporation. A focus on organizational values is the glue required to align strategy, people and culture. Then leadership can pay attention to developing their cultures one level at a time.
A labor force consisting of regular workers and flexible staff, will have a long-term impact on the workplace. It is recommended that additional research be conducted to understand: a) the experience of the virtual worker; b) what constitutes an effective leader of a virtual workforce; c) how to empower, motivate, assimilate and create commitment within the virtual workforce; and d) the health of a virtual culture.