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    • Grau looks beyond this and affirms

    2018-10-26

    Grau (2012) looks beyond this and affirms that Spanish universities are not within the actual political priorities of policy makers, and that one of the purposes of the European Commission is for Spanish universities to implement tools of strategic management to become more competitive and responsible with the goal of gaining the trust of society. In this way, regarding public universities’ policy makers implications, we hope that this study provides a tool with which policy makers can analyse the SO concept, helping them to design incentives and mechanisms to move the university manager thinking from the students, as the primary university stakeholder, to a broad stakeholder orientation in university\'s strategies.
    Limitations and further research lines Moreover, studies could further investigate the relationship between SO and its antecedents and consequences in public universities, in other words, which behaviours, actions, or other factors are antecedents or consequences of SO, and also which variables moderate those relationships (Hammond et al., 2006). Finally, it Dig-11-utp might be interesting to test whether our SO construct would also be suitable for private universities or, conversely, whether the private sector would be a better fit for the traditional MO construct.
    Conflict of interest
    Introduction Changes in the competitive environment, as well as the enormous advances in the development of information technologies, have favored the emergence of new organizational forms that endow companies with greater flexibility. Especially noteworthy among the new organizational models are the so-called “virtual work teams”, characterized by the temporal and spatial distribution Dig-11-utp of its members and the use of technology as the fundamental medium for communication (Jarvenpaa & Leidner, 1999). These teams have contributed to the emergence of a new paradigm in human resource management where it is possible to work anytime and anywhere through technologically mediated communication (Cascio & Shurygailo, 2003). On the other hand, thanks to technology, it is possible to have access to the best talent for any given task regardless of their geographical location, thus, as previously mentioned, endowing organizations with greater flexibility and encouraging the creation of knowledge and the development of skills among employees. The growth of virtual teams has been a constant since the end of the decade of the ‘90s. A study carried out by the consulting firm OnPoint Consulting (2013) affirms that more than 1.3 billion people work virtually and that 25% of the teams worldwide are virtual, data that gives an indication of the importance of virtual teams in organizations. This new form of organization is used especially in high value-added projects, where efficient knowledge management is required. Consequently, the area of marketing and market research is one of the functional areas of the organization in which the use of virtual teams can have a more positive impact. An example of this is the area of sales, where the use of CRM (Customer Relationship Management) tools allows the various members of a sales force to share different customer management strategies and optimize the sales effort without them having to share the same physical location, thereby improving their flexibility and responsiveness (Martins, Gilson, & Maynard, 2004). Another clear example is found in the area of product development where, through the use of virtual teams, net secondary productivity (NSP) is possible to relocate the different phases of the process (design, production, etc.) while keeping all of the involved workers permanently connected, regardless of their geographical location. However, these new teams bring with them a series of management challenges. Previous literature emphasizes that traditional leadership patterns cannot be used in the new virtual environment (Cascio, 2000; Santos, 2013), therefore it is necessary to adapt the management of the teams to the new virtual reality, where team leadership plays a fundamental role in the team\'s success. In this regard, the importance of trust in the team leader, recognized as a critical success factor in traditional settings, now takes on a new dimension. Patterns of leadership must be adapted to a new environment where communication becomes a significant barrier in the development of relationships among the members of a team. In fact, trust has been proposed as the primary challenge facing virtual teams today (Bullock & Tucker Klein, 2011).