An organisation that uses information and communications technology to allow it to operate without

clearly defined physical boundaries between different functions. It provides customised services by
outsourcing production and other functions to third parties.

Although the concept of the VIRTUAL ORGANISATION is closely associated with computing
technology, getting the appropriate technology into place is not, on its own, enough to make the virtual
organisation successful. Byrne has identified five factors that distinguish the virtual organisation from
other organisational forms: excellence, opportunism, technology, trust, and ‘no borders’. Each partner in
the virtual organisation has its particular core competence at which it excels. The virtual organisation is
opportunistic in nature and may be disbanded and/or reformed relatively quickly. It relies on
communications technology and information networks to identify opportunities, partners and
customers, while these technologies at the same time provide the infrastructure enabling the
collaboration itself. Trust between the partners is a central premise to the virtual organisation, as all
partners are reliant on each other, as their success depends on mutual co-operation. Finally the concept
of ‘no borders’ describes the blurring of the dividing lines between companies. [Byrne, 1993]. Successful
companies such as Dell, Gateway, Nike, Reebok, Benetton, and IKEA display some or all of the
characteristics discussed here.

Corporate Social Responsibility in India : Past, Present And

Future

Business houses and corporate have been taking up social welfare activities from time to time.
Recently, priority of business is getting widened from 1 P to 3 Ps by inclusion of People and
Planet with Profit. Short-term, charity-based welfare interventions are being replaced by long-
term, empowerment-based Corporate Social Responsibility (CSR). Based on the realization,
“Business cannot succeed in a society that fails”, CSR is being considered as an imperative for
carrying on business in the society rather than as a charity. While CSR is relevant for business in
all societies, it is particularly significant for developing countries like India, where limited
resources for meeting the ever growing aspirations and diversity of a pluralistic society, make the
process of sustainable development more challenging. CSR interventions – based on
commitment, mobilization of employees-voluntarism, innovative approaches, appropriate
technology and continuing partnership – have been making lasting differences in the life of the
disadvantaged. Further, synergy of corporate action with the government and the civil society are
making the CSR interventions more effective and facilitating the corporate carrying on business
in the society. Covering a wide range of subjects from theory to practice, this book has outlined
steps to be taken by the major stakeholders – the Corporate, the Government and the Civil
society- for making CSR effective in the Indian context. Based on case studies and best
practices, this handbook on CSR seeks to provide valuable insights and pragmatic solutions to
the corporate managers. It will be of interest to government officials, NGOs and media and helps
in making development sustainable in general and growth inclusive in particular.