Management and Virtual Decentralized Networks: The Linux Project

This paper examines whether geographically dispersed knowledge workers can virtually collaborate for a project under no central planning. Co-ordination, management and the role of knowledge arise as the central areas of focus. The Linux Project and its development model are selected as a case of analysis and the critical success factors of this organizational design are identified. The study proceeds to the formulation of a framework that can be applied to all kinds of virtual decentralized work and concludes that value creation is maximized when there is intense interaction and uninhibited sharing of information between the organization and the surrounding community.