Outdoor room, T House, Sunshine Coast

As seen from mezzanine.

Living room interior, Sunshine Beach House, Sunshine Coast

View of living room interior.

Dining room interior, Goetz Residence, Buderim, Sunshine Coast

Looking through to sitting room beyond.

Living room interior, Thoss House, Brisbane

View through windows, past main entrance stair.

Lower studio dining room, Mooloomba House, Point Lookout, North Stradbroke Island

View through courtyard to lower studio dining room, as seen from upper living area.

Lower studio dining room, Mooloomba House, Point Lookout, North Stradbroke Island

View through courtyard to lower studio dining room, as seen from upper living area.

Lower studio dining room, Mooloomba House, Point Lookout, North Stradbroke Island

View through courtyard to lower studio dining room, as seen from upper living area.

Dining and living room areas, Powell House, Noosa River, Sunshine Coast

View through dining and living room areas to external deck.

The interorganizational virtual organization: Defining a Weberian ideal

The concept of the virtual organization (VO) has engendered great interest in the literature, yet there is still little common understanding of the concept, as evidenced by the multitude of labels applied to VOs. In this article, we focus on a “Weberian-ideal-type” definition of the interorganizational VO, posited in our earlier work (Kasper-Fuehrer and Ashkanasy 2001). We argue, however, that this definition left unanswered critical questions relating to the nature and effects of interorganizational VOs. We answer these questions here by explicating the terms in the definition and deriving ten corollaries, or “natural consequences” of our definition. The corollaries posit that interorganizational VOs are temporary in nature, are network organizations, are independent, and are based on swift trust. We suggest further that interorganizational VOs enable small to medium enterprises to exploit market opportunities, and enable VO member organizations to create a value-adding partnership. We also identify information and communication technology (ICT) as the essential enabler of VOs. Finally, we argue that interorganizational VOs act as a single organizational unit and that they therefore constitute a uniquely distinguishable organizational form. We conclude with suggestions for further research, including trust, organizational behavior, transaction economics, virtual HRM, and business strategy.

Gaze angle: a possible mechanism of visual stress in virtual reality headsets

It is known that some Virtual Reality (VR) head-mounted displays (HMDs) can cause temporary deficits in binocular vision. On the other hand, the precise mechanism by which visual stress occurs is unclear. This paper is concerned with a potential source of visual stress that has not been previously considered with regard to VR systems: inappropriate vertical gaze angle. As vertical gaze angle is raised or lowered the 'effort' required of the binocular system also changes. The extent to which changes in vertical gaze angle alter the demands placed upon the vergence eye movement system was explored. The results suggested that visual stress may depend, in part, on vertical gaze angle. The proximity of the display screens within an HMD means that a VR headset should be in the correct vertical location for any individual user. This factor may explain some previous empirical results and has important implications for headset design. Fortuitously, a reasonably simple solution exists.