Marching to Different Drum Beats: A Temporal Perspective on Coordinating Occupational Work

Published Online:https://doi.org/10.1287/orsc.2020.1394

References

  • Anteby M , Curtis K , DiBenigno J (2016) Three lenses on occupations and professions in organizations: Becoming, doing, and relating. Acad. Management Ann. 10(1):183–244.CrossrefGoogle Scholar
  • Bailey DE , Barley SR (2011) Teaching-learning ecologies: Mapping the environment to structure through action. Organ. Sci. 22(1):262–285.LinkGoogle Scholar
  • Barley SR , Kunda G (2004) Gurus, Hired Guns, and Warm Bodies: Itinerant Experts in a Knowledge Economy (Princeton University Press, Princeton, NJ).Google Scholar
  • Barrett M , Oborn E (2010) Boundary object use in cross-cultural software development teams. Human Relations 63(8):1199–1221.CrossrefGoogle Scholar
  • Beane M (2019) Shadow learning: Building robotic surgical skill when approved means fail. Admin. Sci. Quart. 64(1):87–123.CrossrefGoogle Scholar
  • Bechky B (2003) Sharing meaning across occupational communities: The transformation of understanding on a production floor. Organ. Sci. 14(3):312–330.LinkGoogle Scholar
  • Bechky B (2006) Gaffers, gofers, and grips: Role-based coordination in temporary organizations. Organ. Sci. 17(1):3–21.LinkGoogle Scholar
  • Becker HS , Geer B , Hughes EC , Strauss AL (1961) Boys in White: Student Culture in Medical School (University of Chicago Press, Chicago).Google Scholar
  • Bruns HC (2013) Working alone together: Coordination in collaboration across domains of expertise. Acad. Management J. 56(1):62–83.CrossrefGoogle Scholar
  • Carlile P (2002) A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organ. Sci. 13(4):442–455.LinkGoogle Scholar
  • Carlile PR (2004) Transferring, translating, and transforming: An integrative framework for managing knowledge across boundaries. Organ. Sci. 15(5):555–568.LinkGoogle Scholar
  • Chandler AD (1962) Strategy and Structure: Chapters in History of the Industrial Enterprise (MIT Press, Cambridge, MA).Google Scholar
  • Chia R , Holt R (2006) Strategy as practical coping: A Heideggerian perspective. Organ. Stud. 27(5):635–655.CrossrefGoogle Scholar
  • Denzin N , Lincoln Y (1998) The Landscape of Qualitative Research (Sage Publications, Thousand Oaks, CA).Google Scholar
  • Dougherty D (1992) Interpretive barriers to successful product innovation in large firms. Organ. Sci. 3(2):179–202.Google Scholar
  • Dougherty D , Dunne DD (2012) Digital science and knowledge boundaries in complex innovation. Organ. Sci. 23(5):1467–1484.Google Scholar
  • Emirbayer M , Mische A (1998) What is agency? Amer. J. Sociol. 103(4):962–1023.CrossrefGoogle Scholar
  • Faraj S , Sproull L (2000) Coordinating expertise in software development teams. Management Sci. 46(12):1554–1568.LinkGoogle Scholar
  • Faraj S , Xiao Y (2006) Coordination in fast-response organizations. Management Sci. 52(8):1155–1169.LinkGoogle Scholar
  • Feldman MS (2004) Resources in emerging structures and processes of change. Organ. Sci. 15(3):295–309.LinkGoogle Scholar
  • Feldman M , Worline M (2011) Resources, resourcing, and ampliative cycles in organizations. Spreitzer GM, Cameron KS, eds. The Oxford Handbook of Positive Organizational Scholarship (Oxford University Press, Oxford, UK), 1–14.Google Scholar
  • Feldman M , Worline M (2016) The practicality of practice theory. Acad. Management Learn. Ed. 15(2):304–324.CrossrefGoogle Scholar
  • Freidson E (1972) Profession of Medicine: A Study of the Sociology of Applied Knowledge (Dodd Mead and Co, New York).Google Scholar
  • Freidson E (1988) Professional Powers: A Study of the Institutionalization of Formal Knowledge (University of Chicago Press, Chicago).Google Scholar
  • Galbraith JR (1974) Organization design: An information processing view. Interfaces 4(3):28–36.LinkGoogle Scholar
  • Gkeredakis E (2014) The constitutive role of conventions in accomplishing coordination: insights from a complex contract award project. Organ. Stud. 35(10):1473–1505.CrossrefGoogle Scholar
  • Golden-Biddle K , Locke K (2009) Composing Qualitative Research (Sage Publications, Thousand Oaks, CA).Google Scholar
  • Gorman EH , Sandefur RL (2011) “Golden age,” quiescence, and revival: How the sociology of professions became the study of knowledge-based work. Work and Occupations 38(3):275–302.Google Scholar
  • Heaphy E (2013) Repairing breaches with rules: Maintaining institutions in the face of everyday disruptions. Organ. Sci. 24(5):1291–1315.LinkGoogle Scholar
  • Howard-Grenville J , Golden-Biddle K , Irwin J , Mao J (2011) Liminality as cultural process for cultural change. Organ. Sci. 22(2):522–539.LinkGoogle Scholar
  • Ho K (2009) Liquidated: An Ethnography of Wall Street (Duke University Press, Durham, NC).CrossrefGoogle Scholar
  • Huising R , Silbey SS (2013) Constructing consequences for noncompliance: The case of academic laboratories. ANNALS Amer. Acad. Political Soc. Sci. 649(1):157–177.Google Scholar
  • Huising R (2014) The erosion of expert control through censure episodes. Organ. Sci. 25(6):1633–1661.Google Scholar
  • Jarzabkowski PA , Lê JK , Feldman MS (2012) Toward a theory of coordinating: Creating coordinating mechanisms in practice. Organ. Sci. 23(4):907–927.LinkGoogle Scholar
  • Kaplan S , Orlikowski W (2013) Temporal work in strategy making. Organ. Sci. 24(4):965–995.LinkGoogle Scholar
  • Kellogg KC (2009) Operating room: Relational spaces and microinstitutional change in surgery. Amer. J. Sociol. 115(3):657–711.CrossrefGoogle Scholar
  • Kellogg KC (2014) Brokerage professions and implementing reform in an age of experts. Amer. Sociol. Rev. 79(5):912–941.CrossrefGoogle Scholar
  • Kellogg K , Orlikowski W , Yates J (2006) Life in the trading zone: Structuring coordination across boundaries in postbureaucratic organizations. Organ. Sci. 17(1):22–44.LinkGoogle Scholar
  • Kim A , Bansal P , Haugh HM (2019) No time like the present: How a present time perspective can foster sustainable development. Acad. Management J. 62(2):607–634.CrossrefGoogle Scholar
  • Langley A (1999) Strategies for theorizing from process data. Acad. Management Rev. 24(4):691–710.CrossrefGoogle Scholar
  • Leroy S , Shipp AJ , Blount S , Licht JG (2015) Synchrony preference: Why some people go with the flow and some don’t. Personnel Psych. 68(4):759–809.CrossrefGoogle Scholar
  • Lindley S (2015) Making time. Proc. 18th ACM Conf. Comput. Supported Cooperative Work Social Comput. (Association for Computing Machinery, New York), 1442–1452.Google Scholar
  • March JG , Simon HA (1958) Organizations (John Wiley, New York).Google Scholar
  • Michel A (2011) Transcending socialization: A nine-year ethnography of the body’s role in organizational control and knowledge workers’ transformation. Admin. Sci. Quart. 56(3):325–368.CrossrefGoogle Scholar
  • Michel A (2014) The mutual constitution of persons and organizations: An ontological perspective on organizational change. Organ. Sci. 25(4):1082–1110.LinkGoogle Scholar
  • Nicolini D , Mengis J , Swan J (2012) Understanding the role of objects in cross-disciplinary collaboration. Organ. Sci. 23(3):612–629.LinkGoogle Scholar
  • Orlikowski WJ (2002) Knowing in practice: Enacting a collective capability in distributed organizing. Organ. Sci. 13(3):249–273.LinkGoogle Scholar
  • Orlikowski WJ (2007) Sociomaterial practices: Exploring technology at work. Organ. Stud. 28(9):1435–1448.CrossrefGoogle Scholar
  • Orlikowski W , Yates J (2002) It’s about time: Temporal structuring in organizations. Organ. Sci. 13(6):684–700.LinkGoogle Scholar
  • Okhuysen GA , Bechky BA (2009) Coordination in organizations: An integrative perspective. Acad. Management Ann. 3(1):463–502.CrossrefGoogle Scholar
  • Polanyi M (1958) Personal Knowledge (University of Chicago Press, Chicago).Google Scholar
  • Pratt MG , Rockmann KW , Kaufmann JB (2006) Constructing professional identity: The role of work and identity learning cycles in the customization of identity among medical residents. Acad. Management J. 49(2):235–262.CrossrefGoogle Scholar
  • Reddy M , Dourish P (2002) A finger on the pulse: Temporal rhythms and information seeking in medical work. Proc. 2002 ACM Conf. Comput. Supported cooperative work (Association for Computing Machinery, New York), 344–352.Google Scholar
  • Reddy M , Dourish P , Pratt W (2006) Temporality in medical work: Time also matters. Comput. Suported Cooperative Work 15:29–53.CrossrefGoogle Scholar
  • Reinecke J , Ansari S (2015) When times collide: Temporal brokerage at the intersection of markets and developments. Acad. Management J. 58(2):618–648.CrossrefGoogle Scholar
  • Sennett R (2008) The Craftsman (Yale University Press, New Haven, CT).Google Scholar
  • Sonenshein S (2014) How organizations foster the creative use of resources. Acad. Management J. 57(3):814–848.CrossrefGoogle Scholar
  • Truelove E , Kellogg K (2015) The radical flank effect and cross-occupational collaboration for technology development during a power shift. Admin. Sci. Quart. 61(4):662–701.CrossrefGoogle Scholar
  • Tsoukas H (2005) Complex Knowledge: Studies in Organizational Epistemology (Oxford University Press, Oxford, UK).Google Scholar
  • Van Maanen J , Schein E (1977) Toward a theory of organizational socialization. Res. Organ. Behav. 1:960–977.Google Scholar
  • Venters W , Oborn E , Barrett M (2014) A trichordal temporal approach to digital coordination: The sociomaterial mangling of the CERN grid. Management Inform. Systems Quart. 38(3):927–949.CrossrefGoogle Scholar
  • Wiedner R , Barrett M , Oborn E (2017) The emergence of change in unexpected places: Resourcing across organizational practices in strategic change. Acad. Management J. 60(3):823–854.CrossrefGoogle Scholar
  • Zerubavel E (1977) The French republican calendar: A case study in the sociology of time. Amer. Sociol. Rev. 42(6):868–877.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.