Measurement of the Organizational Virtualness Marta Najda 1 1 Cracow Univeristy of Economics, Department of Entrepreneurship and Innovations, Rakowicka Street 27, 31-510 Cracow, Poland eknajda@cyf-kr.edu.pl http://www.ae.krakow.pl Abstract. Forceful acceleration of processes, which shape the socio-economical environment, implicates the amplification of searching efforts undertaken in or- der to develop and design new organizational solution as a form of strategic an- swer to uneasy conditions of turbulent reality. Among a broad range of differen- tiated concepts the idea of virtual organization is the one of significantly grow- ing importance. However, the key aspects of the concept presented in the litera- ture are defined and elaborated most only within the narrow scope of selected attributes of the virtual organization. In this article the virtualization logic is de- fined in terms of interdependent organizational processes which are stimulated by two critical factors information and communication technology and trust, and performed within the space shaped by three dimensions: customer encoun- ter, asset configuration and knowledge leverage. 1 Introduction Dynamic changes within the socio-economical environment stimulate firms to initiate substantial altering of their business practices, organizational structures and perception of high but manageable risk. Nowadays achieving the competitive advantage depends strongly on the awareness of and the ability to exploit the fast- changing opportunities offered by the competitive environment of the firm, while from the strategic point of view the geographical borders of that environment are becoming insignificant. The new economic reality implies directly and indirectly a need for a broad range cooperation taking place beyond formal and traditional bor- ders between the countries, sectors and internal structures of the firm. Because of similar phases and elements of value creating process, as well as progressive modularity of production, more and more firms are deciding to cooperate in order to [8], [52]: ? gain additional growth capabilities, ? reduce and share the costs of research and development activities, ? provide access to advanced compleme ntary technologies,