Human Resources Profile in the Virtual Organization Based on the Career Anchors of Edgar Schein (Report‪)‬

1. INTRODUCTION The concept of "virtual organization" represents a relatively new idea, combining a series of perspectives based on common considerations about computers and management, and lacking a universally accepted definition. If some authors concentrate on the separation between distinct types of activities when defining the concept: the virtual organization is a way of structuring, managing and operating, separating the abstract requirements from concrete satisfiers; the essence of virtual organization is the management of goal-oriented activity in a way that is independent of the means for its realization (Mowshowitz, 2002), others see it as a network of entities that act in a unitary fashion during a determined period of time, sharing the member's resources and capabilities based on information technology. Its network-like architecture contains hubs that represent research or innovative teams (Cotet et al., 2007). Generally, the virtual organization represents a flexible, dynamic structure of geographically dispersed entities, where communication is realised mostly or exclusively by electronic means, where tasks are divided according to member's specialization or competence. In the developing stages of a virtual organization, personal trust between partners is essential for a good and productive cooperation, in some cases being more important than a set of specific competences. (Dumitrescu et. al., 2008)