The complexity of R&D projects and growing international competition are factors leading to more cooperation especially among small and medium-sized firms. But even large integrated firms are often not willing or able to perform the necessary amount of R&D and to cope with the uncertainty associated with radical innovations. In a virtual company, members form a network, thereby enabling projects to be pursued by combining member's resources. Specific assets of a virtual company are its flexibility and ability to handle variety. Costs of co-ordination and motivation are lowered if the virtual company succeeds in building trust and commitment. On the other hand, lack of these pose severe problems. In markets with a strong scientific-technological basis and rapid rate of change the concept of a virtual organization seems appealing. High R&D costs and risks can be shared, developments and time-to-market can be accelerated and the partners can concentrate on their respective core competencies. In the paper we use an example from the biotechnology industry as a case study and discuss some of the theoretical and practical problems that are encountered in the virtual enterprise.