“Please use our ideas”: making parallel organizations work

IF 1.6 Q3 MANAGEMENT
Vetle Engesbak, J. A. Ingvaldsen
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引用次数: 1

Abstract

Purpose Parallel organizations (POs) perform tasks that operating organizations (OOs) are not equipped or organized to perform well. However, POs rely on OOs’ goodwill for implementation of their ideas and recommendations. Little is known about how POs achieve impact in OOs; this paper aims to examine this important topic. Design/methodology/approach Through the analytical lens of boundary spanning, the paper analyzes the PO–OO relationship in a manufacturing organization. Data were collected through 31 semi-structured in-depth interviews with OO managers, PO team leaders and PO team members. Findings Primary PO–OO boundary dimensions were favoritism toward local practice in the OO, specialized knowledge across PO–OO contexts and power asymmetry favoring the OO. The main boundary-spanning activities were translating, which targets specialized knowledge, and anchoring, which targets favoritism towards local practice and power asymmetry. Research limitations/implications The findings on PO–OO collaboration, especially PO–OO power relations, complement conventional topics in PO literature, such as POs’ purpose, structural configuration and staffing. Practical implications POs should be staffed with team members, especially team leaders, who can translate effectively between the PO’s and the OO’s frames of reference, and facilitate complicated knowledge processes across these contexts. Additionally, senior managers should understand their role in anchoring the PO initiative and its results within the OO. Originality/value This is the first study to view the PO–OO relationship via boundary spanning, and thus to identify power asymmetry as a key challenge not previously described in PO literature, and describe how this asymmetry is overcome through anchoring.
“请使用我们的想法”:让平行组织运转起来
目的并行组织(PO)执行的任务是运行组织(OOs)没有配备或组织好执行的任务。然而,PO依靠OOs的善意来实施他们的想法和建议。对PO如何在OOs中产生影响知之甚少;本文旨在探讨这一重要课题。设计/方法论/方法通过边界跨越的分析视角,分析了制造组织中的PO–OO关系。数据是通过对OO经理、PO团队负责人和PO团队成员的31次半结构化深入访谈收集的。研究结果主要的PO–OO边界维度有利于OO中的本地实践,跨PO–OO上下文的专业知识和有利于OO的权力不对称。主要的跨界活动是以专业知识为目标的翻译和以偏袒地方实践和权力不对称为目标的锚定。研究局限性/影响关于PO–OO合作的发现,特别是PO–OO权力关系,补充了PO文献中的传统主题,如PO的目的、结构配置和人员配置。实践意义PO应配备团队成员,尤其是团队领导者,他们能够在PO和OO的参考框架之间进行有效的转换,并在这些背景下促进复杂的知识过程。此外,高级管理人员应了解他们在OO中锚定PO计划及其结果的作用。原创性/价值这是第一项通过边界跨越来看待PO–OO关系的研究,从而将功率不对称确定为PO文献中未描述的关键挑战,并描述如何通过锚定来克服这种不对称。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
3.40
自引率
29.40%
发文量
28
期刊介绍: This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.
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