Abstract and Keywords
This article investigates the various visions of virtuality which have been applied to public organizations over the past decade, discerning three ways in which we might expect organizations to become more virtual. It then examines the evidence to assess the extent to which organizations have experienced “virtualization.” Although the evidence does not appear to justify the wildest claims of some commentators, there is no doubt that two key trends in public management discussed elsewhere in this volume—e-government and new public management—are bringing virtuality in various guises. The final part of the article looks into the future, at the potential for these trends (and the relationship between them) for bringing further virtualization.
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