Rodger GriffethRobert L. Heneman and David B. GreenbergerDavid B. Greenberger and Sheng WangN. Fedric Crandall and Marc J. Wallace, Jr.John McClendon and Brian S. Klaas and Thomas W. GaineyScott A. Snell and Donna Stueber and David P. LepakDave Ulrich and Richard W. BeattyKathryn M. DeCaprioJill E. Ellingson and Carolyn WiethoffRaymond A. Noe and Marcia J. SimmeringJeannette N. Cleveland and Susan Mohammed and Amie L. SkatteboRobert L. Heneman and Judy Tansky and Edward C. TomlinsonRoy J. Lewicki and Brian R. DineenZhong-Ming WangN. Fedric Crandall and Marc J. Wallace, Jr.Robert L. Cardy

Series Preface	p. ix
Volume Preface	p. xi
Part I. Introduction
1. The Virtual Organization: Definition, Description, and Identification	p. 3
2. HR Strategy in Virtual Organizations	p. 33
Part II. Hrm Program Deliversy
3. HR Outsourcing and the Virtual Organization	p. 57
4. Virtual HR Departments: Getting Out of the Middle	p. 81
5. The Role of the HR Professional in the Virtual Organization	p. 103
Part III. Hrm Programs
6. Job Analysis and Competency Assessment in Virtual Organizations	p. 127
7. From Traditional to Virtual: Staffing the Organization of the Future Today	p. 141
8. Training and Development in the Virtual Organizations	p. 179
9. Performance Management in the Virtual Organization/Workplace	p. 217
10. Hybrid Reward Systems for Virtual Organizations: A Review and Recommendations	p. 245
11. Negotiations in Virtual Organizations	p. 263
Part IV. Case Studies
12. HRM Strategies in Managing Virtual Organizations in China: A Case Analysis of Banking E-Commerce Projects	p. 297
13. Organization, Work, and Human Resources Process Design at Smith & Nephew Orthopedic Division: A Case Study	p. 321
Part V. Conclusions
14. HRM and the Virtual Workplace: Some Concluding Observations and Future Directions	p. 345
About the Contributors	p. 365
Index	p. 373