Organizations and Leadership | Shifting to Digital

Running head: ORGANISATIONS AND LEADERSHIP
Organisations and Leadership
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ORGANISATIONS AND LEADERSHIP
Table of contents
Process of shifting from a traditional organization to a digital/virtual organization.................2
Leadership tactics appropriate for use in shifting from a traditional organization to a
digital/virtual organization.........................................................................................................3
Ethical implications of shifting from a traditional organization to a digital/virtual organization
....................................................................................................................................................4
How to manage the ethical implications of shifting from a traditional organization to a
digital/virtual organization. How does the Christian worldview influence methods for
managing the ethical implications..............................................................................................5
References..................................................................................................................................7

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ORGANISATIONS AND LEADERSHIP
Process of shifting from a traditional organization to a
digital/virtual organization
There are many external forces, which compel the organizations to shift their focus
from traditional to virtual. In this context, technology plays an important role, which
transcends the boundary of the organization into a diversified form. One of the ways is that of
outsourcing, which enhances the scope and arena of the businesses. For this, there is a
transition period, which is taken into consideration for mapping the consequence (Detjen &
Webber, 2017). Within this period, estimations of the costs and quality play an important
role. Along with this, there is a traditional structure, where the management at all hierarchies
work towards accomplishing the goals and the objectives.
Continuous improvement strategies is one of an integral components of the transition
from the traditional to virtual. These strategies are aimed towards upgrading the learning
experiences of the employees regarding approaching the business operations. Conflicts are
inevitable in this process, which degrades the mechanisms of the distributed communities of
practice and virtual teams. Herein lays the appropriateness of the three key boundary
attributes, which governs the business mechanisms. These are interface, permeability and
boundedness (Uhl-Bien & Arena, 2018). Permeability reflects the flow of information within
the limited boundaries, which are centrally operated by the head office. Interface reflects the
communication between the firms and the agents within the stipulated boundaries. The
strategies reflects the kind of permeability.
One of the important aspect of transition from the traditional to virtual organization is
that of change management. This is done through the means of change management
strategies, theories and models for maintaining the balance between the unfreezing and
refreezing stages. Knowledge management is also conducted for embracing the transition in
an efficient and effective manner. For this, knowledge management systems are acquired.