A complexity theory-based management framework for virtual organisations

Abstract

This article describes a complexity theory-based management framework for virtual organisations. Specific focus is
on a South African virtual organisation as a complex adaptive system. A case study strategy was followed, and
multiple data sources used to generate theory. The findings describe the management of an organisation where
technology replaces conventional face- to-face contexts for integration and assimilation. The article showed how
managers create a virtual context for sharing meaning and interaction through synergy, empowerment, participation
and an accountable, committed workforce.