Coordination in Fast-Response Organizations

References

• Adler P. S. Interdepartmental interdependence and coordination: The case of the design/manufacturing interface. Organ. Sci. (1995) 6(2):147–167Link, Google Scholar
• Adler P. S., Borys B. Two types of bureaucracy: Enabling and coercive. Admin. Sci. Quart. (1996) 41:61–89Crossref, Google Scholar
• Argote L. Input uncertainty and organizational coordination in hospital emergency units. Admin. Sci. Quart. (1982) 27:420–434Crossref, Google Scholar
• Argote L.Organizational Learning: Creating, Retaining and Transferring Knowledge (1999) (Kluwer Academic Publishers, Boston, MA) Google Scholar
• Bechky B. Sharing meaning across occupational communities: The transformation of understanding on a production floor. Organ. Sci. (2003) 14(3):312–330Link, Google Scholar
• Bigley G. A., Roberts K. H. The incident command system: High reliability organizing for complex and volatile task environments. Acad. Management J. (2001) 44(6):1281–1300Crossref, Google Scholar
• Boland R. J., Tenkasi R. V. Perspective making and perspective taking in communities of knowing. Organ. Sci. (1995) 6(4):350–372Link, Google Scholar
• Bourdieu P.The Logic of Practice (1990) (Stanford University Press, Stanford, CA) Crossref, Google Scholar
• Bourgeois L. J., Eisenhardt K. M. Strategic decision processes in high velocity environments: Four case studies in the microcomputer industry. Management Sci. (1989) 34(7):816–835Link, Google Scholar
• Brown J. S., Duguid P. Knowledge and organization: A social-practice perspective. Organ. Sci. (2001) 12(2):198–213Link, Google Scholar
• Brown S. L., Eisenhardt K. The art of continuous change: Linking complexity theory and time-paced evolutions in relentlessly shifting organizations. Admin. Sci. Quart. (1997) 42:1–34Crossref, Google Scholar
• Carlile P. R. A pragmatic view of knowledge and boundaries: Boundary object in new product development. Organ. Sci. (2002) 13(4):442–455Link, Google Scholar
• Child J., McGrath R. G. Organizations unfettered: Organizational form in an information-intensive economy. Acad. Management J. (2001) 44(6):1135–1148Crossref, Google Scholar
• Daft R. L., Lengel R. H. Organizational information requirements, media richness and structural design. Management Sci. (1986) 32(5):355–366Link, Google Scholar
• DeSanctis G., Monge P. Communication processes for virtual organizations. Organ. Sci. (1999) 10(6):693–703Link, Google Scholar
• Edmondson A. C. Psychological safety and learning behavior in work teams. Admin. Sci. Quart. (1999) 44(4):350–383Crossref, Google Scholar
• Eisenhardt K. Building theory from case study research. Acad. Management Rev. (1989) 14(4):532–550Crossref, Google Scholar
• Emirbayer M., Mische A. What is agency? Amer. J. Sociol. (1998) 103(4):962–1023Crossref, Google Scholar
• Faraj S., Sproull L. Coordinating expertise in software development teams. Management Sci. (2000) 46(12):1554–1568Link, Google Scholar
• Feldman M. S., Pentland B. T. Reconceptualizing organizational routines as a source of flexibility and change. Admin. Sci. Quart. (2003) 48:94–118Crossref, Google Scholar
• Galbraith J. R.Organization Design (1977) (Addison-Wesley, Reading, MA) Google Scholar
• Gawande A.Complications: A Surgeon’s Notes on an Imperfect Science (2002) (Henry Holt and Company, New York) Google Scholar
• Gittell J. H. Coordinating mechanisms in care provider groups: Relational coordination as a mediator and input uncertainty as a moderator of performance effects. Management Sci. (2002) 48(11):1408–1426Link, Google Scholar
• Glaser B., Strauss A.The Discovery of Grounded Theory (1967) (Aldine, Chicago, IL) Google Scholar
• Grabowski M., Roberts K. H. Risk mitigation in virtual organizations. Organ. Sci. (1999) 10(6):704–721Link, Google Scholar
• Gupta P. P., Dirsmith M. W., Fogarty T. J. Coordination and control in a government agency: Contingency and institutional theory perspectives on GAO audits. Admin. Sci. Quart. (1994) 39(2):264–284Crossref, Google Scholar
• Keller R. T. Technology-information processing fit and the performance of R&D project groups: A test of contingency theory. Acad. Management J. (1994) 37(1):167–179Crossref, Google Scholar
• Kraut R. E., Streeter L. A. Coordination in software development. Comm. ACM (1995) 38(3):69–81Crossref, Google Scholar
• Lave J.Cognition in Practice (1988) (Cambridge University Press, Cambridge, UK) Crossref, Google Scholar
• Lawrence P. R., Lorsh J. W.Organization and Environment (1967) (Harvard Business School Press, Boston, MA) Google Scholar
• Liang D. W., Moreland R., Argote L. Group versus individual training and group performance: The mediating role of transactive memory. Personality Soc. Psych. Bull. (1995) 21(4):384–393Crossref, Google Scholar
• Malone T. W., Crowston K. The interdisciplinary study of coordination. Comput. Surveys (1994) 26(1):87–119Crossref, Google Scholar
• Malone T. W., Crowston K., Lee J., Pentland B., Dellarocas C., Wyner G., Quimby J., Osborn C. S., Bernstein A., Herman G., Klein M., O’Donnell E. Tools for inventing organizations: Toward a handbook of organizational processes. Management Sci. (1999) 45(3):425–443Link, Google Scholar
• March J. G., Simon H. A.Organizations (1958) (Wiley, New York) Google Scholar
• Mische A., White H. Between conversation and situation—Public switching dynamics across network domains. Soc. Res. (1998) 65(3):695–724Google Scholar
• Moorman C., Miner A. S. Organizational improvisation and organizational memory. Acad. Management Rev. (1998) 23:698–723Crossref, Google Scholar
• Nelson R. R., Winter S. G.An Evolutionary Theory of Economic Change (1982) (Belknap Press, Cambridge, MA) Google Scholar
• Orlikowski W. J. Using technology and constituting structures: A practice lens for studying technology in organizations. Organ. Sci. (2000) 11(4):404–428Link, Google Scholar
• Orlikowski W. J. Knowing in practice: Enacting a collective capability in distributed organizing. Organ. Sci. (2002) 13(3):249–273Link, Google Scholar
• Orr J.Talking About Machines: An Ethnography of a Modern Job (1996) (ILR Press, Ithaca, NY) Google Scholar
• Perrow C. A.Organizational Analysis: A Sociological View (1970) (Brooks/Cole Publishing, Monterey, CA) Google Scholar
• Star S. L., Griesemer J. R. Institutional ecology, “translations” and boundary objects: Amateurs and professionals in Berkeley’s museum of vertebrate zoology, 1907–1939. Soc. Stud. Sci. (1989) 19:387–420Crossref, Google Scholar
• Strauss A. L.Continual Permutations of Action (1993) (Aldyne de Gruyter, New York) Google Scholar
• Strauss A., Corbin J.Basics of Qualitative Research: Grounded Theory Procedures and Techniques (1990) (Sage Publications, Newbury Park, CA) Google Scholar
• Thompson J. D.Organizations in Action (1967) (McGraw-Hill, New York) Google Scholar
• Van de Ven A. H., Delbecq A. L., Koenig R. Determinants of coordination mode within organizations. Amer. Sociol. Rev. (1976) 41(2):322–338Crossref, Google Scholar
• Weick K. E., Goodman P. S., Sproull and Associates L. E. Technology as equivoque: Sensemaking in new technologies. Technology and Organizations (1990) (Jossey-Bass, San Francisco, CA) 1–44Google Scholar
• Weick K. E. The collapse of sensemaking in organizations: The Mann Gulch disaster. Admin. Sci. Quart. (1993) 38(4):628–652Crossref, Google Scholar
• Weick K. E., Roberts K. H. Collective mind in organizations: Heedful interrelating on flight decks. Admin. Sci. Quart. (1993) 8:357–381Crossref, Google Scholar
• Weick K. E., Sutcliffe K. M., Obstfeld D. Organizing for high reliability: Processes of collective mindfulness. Res. Organ. Behav. (1999) 21:81–123Google Scholar
• Wenger E.Communities of Practice: Learning, Meaning, and Identity (1998) (Cambridge University Press, Cambridge, UK) Crossref, Google Scholar