Abstract

CEMEX developed a Virtual Work Model (VWM) to facilitate the execution of its acquisition-based strategy, when working in geographically dispersed teams using different time zones. The objective of our research case study is to prove the benefits of this virtual work model in CEMEX, particularly applied to the management of business knowledge for the successful integration of the acquired companies. The paper proposes a research model which identifies the enabling components for the creation of economic, pragmatic and symbolic value in virtual organizations. The variables considered in our research belong to the enabling, implementation and sustainability phases of the model. The selected methodology was case study research, using interviews and surveys as instruments for the field research. The results obtained from this research offer tangible and intangible benefits for the organization when using the VWM.

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