Virtual Corporation means a network of independent enterprises that, by using ICT, temporarily share their distinctive capabilities, until they have reached a well-defined goal. Most of the theories on V.C. consider this configuration as congruent with the progressive erosion of traditional organizational boundaries, which today is due in large part to globalization; it must be admitted, nevertheless, that actually, after more than 15 years from the first theorization, V.C. remain only a prototypal object of expensive research projects, but irrelevant at an economic level, also in the field of the new economy. In the book which is object of this critical note, F.M. Barbini – a young researcher in Management Science – analyzes V.C. from an original point of view, adopting the categories of the “Teoria dell’Agire Organizzativo” (Theory of Organizational Action), developed by B. Maggi in the paradigm of the Simonian Bounded Rationality. Barbini offers a lot of useful reflections not only on the V.C. but on the organizations in general; reflections that are of great interest for the sociology too, e.g.: on inter-organizational cooperation and its regulation; relationship between organizational structure and technology; role of the social capital for the development of the enterprises. The main thesis is that V.C. is a potentially innovative configuration; compared with other forms of organizational network it is more dynamic and flexible: therefore, it could fit better situations of high variability and uncertainty. However, the potential of innovation is not automatically derived from the adoption of new management techniques or ICT: it is fundamental that the partners manage and exchange information in a developed way. To this end, it is important the construction of a trustworthy climate among the partners: Barbini considers of fundamental importance to resort to prearranged trade agreements, to guarantee the certainty of the sanctions against unreliable behaviors. From a sociological point of view, this argument seems to be a weak point in his analysis. We suggest that trade agreements are necessary but not sufficient to create trustworthiness; it could be useful to enact formal reputation systems, based on indicators of activity and partners, certifications, circle of trust and other means developed and used, for example, in attesting CSR