{"title":"“Please use our ideas”: making parallel organizations work","authors":"Vetle Engesbak, J. A. Ingvaldsen","doi":"10.1108/TPM-01-2018-0007","DOIUrl":null,"url":null,"abstract":"Purpose \n \n \n \n \nParallel 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. \n \n \n \n \nDesign/methodology/approach \n \n \n \n \nThrough 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. \n \n \n \n \nFindings \n \n \n \n \nPrimary 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. \n \n \n \n \nResearch limitations/implications \n \n \n \n \nThe findings on PO–OO collaboration, especially PO–OO power relations, complement conventional topics in PO literature, such as POs’ purpose, structural configuration and staffing. \n \n \n \n \nPractical implications \n \n \n \n \nPOs 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. \n \n \n \n \nOriginality/value \n \n \n \n \nThis 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.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.6000,"publicationDate":"2019-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-01-2018-0007","citationCount":"1","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Team Performance Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/TPM-01-2018-0007","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
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.
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.