Journal: Organization Studies

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Publisher

SAGE

Journal Volumes

ISSN

0170-8406
1741-3044

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2013 - 201932020 - 20232
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Publications 1 - 5 of 5
  • Archetypes of Inter-firm Relations in the Implementation of Management Innovation: A Set-theoretic Study in China’s Biopharmaceutical Industry
    Item type: Journal Article
    Meuer, Johannes (2014)
    Organization Studies
    Innovation research increasingly focuses on understanding why and how firms implement new management practices, processes or structures. Emerging in the shadow of research on technological innovation, growing evidence points towards the inter-firm relation as an important locus of innovation. Yet although organizational theory suggests discrete alternative inter-firm coordination mechanisms, the literature on management innovation has thus far treated the inter-firm relation as one broad mode of organizing. This study takes a configurational perspective to identify archetypes of inter-firm relations leading to the implementation of management innovation. Using fuzzy set Qualitative Comparative Analysis (fsQCA) to analyse 56 firm partnerships in China’s biopharmaceutical industry, the empirical evidence identifies four such discrete inter-firm archetypes: organic coalitions, bureaucratic foundations, coalitions of intense interdependency and reciprocal foundations. The results suggest that the type of interdependency, rather than the coordination mechanisms governing inter-firm relations, leads to the implementation of management innovation.
  • Turning Point Mechanisms in a Dualistic Process Model of Institutional Emergence
    Item type: Journal Article
    Guerard, Stéphane; Bode, Christoph; Gustafsson, Robin (2013)
    Organization Studies
  • Decisions: The Complexities of Individual and Organizational Decision-Making
    Item type: Book Review
    Martinez, Daniella L. (2018)
    Organization Studies
  • Openness as Organizing Principle: Introduction to the Special Issue
    Item type: Other Journal Item
    Splitter, Vioetta; Dobusch, Leonhard; von Krogh, Georg; et al. (2023)
    Organization Studies
    ‘Openness’ has become an organizational leitmotif of our time, spreading across a growing set of organizational domains. However, discussions within these specialized domains (e.g. open data, open government or open innovation) treat openness in isolation and specific to the particularities of those domains. The intention of this Special Issue therefore is to foster cross-domain conversations to exchange insights and build cumulative knowledge on openness. To do so, this Introduction to the Special Issue argues that openness should be investigated as a general organizing principle, which we refer to as Open Organizing. Across domains, we define Open Organizing as a dynamic organizing principle along the primary dimension of transparency/opacity and the secondary dimensions of inclusion/exclusion and distributed/concentrated decision rights. As such, Open Organizing raises an overarching problem of design, which results from more specific epistemic, normative and political challenges.
  • Expertise Diversity, Informal Leadership Hierarchy, and Team Knowledge Creation: A study of pharmaceutical research collaborations
    Item type: Journal Article
    He, Vivianna Fang; von Krogh, Georg; Sirén, Charlotta (2022)
    Organization Studies
    Knowledge creation increasingly requires experts from diverse domains to collaborate in teams, yet the effect of expertise diversity on team knowledge creation is inconclusive. We focus on task uncertainty and informal leadership hierarchies - the disparity in team members' engagement in leadership activities (task- and relationship-oriented) - to answer the questions when and why expertise diversity may hinder team knowledge creation. We develop a model in which informal leadership hierarchy mediates the conditional indirect effect of the team's expertise diversity on its knowledge creation under different levels of task uncertainty. We test this moderated mediation model using multi-source data from self-managing project teams comprising collaborators from a pharmaceutical company and its research partners. We find that when task uncertainty is low, the indirect effect of expertise diversity on team knowledge creation is positive, whereas when task uncertainty is high, it is negative. This conditional indirect effect occurs via task-oriented but not relationship-oriented leadership hierarchy. Our findings provide insights into the mechanisms and boundary conditions for expertise diversity to hinder, rather than facilitate, knowledge creation in collaborations.
Publications 1 - 5 of 5