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.

Key words: Complexity theory, management, post-modern organisation forms, virtual organisations.