Organizational adaptation to interdependence shifts: The role of integrator structures

Abstract

Research summary (113 words):We investigate how organizational adaptation to interdependence shifts is influenced by "integrators". These are formally mandated managerial roles meant to promote coordination across specialized but interdependent organizational sub-units, yet they do so without relying on formal authority. While much has been learned about how integrators promote steady state coordination within a known pattern of interdependence, less is known about their impact on organizational adaptation when the pattern of interdependence itself is unknown. We discuss mechanisms by which integrators may nonetheless aid organizational adaptation and learning processes in such situations, and test our hypotheses in the context of a regulatory change that affected the IVF clinics sector in the UK using a differences-in-differences design. Managerial summary (115 words):Organizational structure can influence how an organization adapts to change. We investigated how a regulatory change in the provision of fertility treatments in the UK forced clinics to change their workflows, and whether the presence of integrator roles enabled clinics to adapt to these changes. It is well known that integrator roles in general are valuable in coordinating across specialized organizational units, but this research points to the surprising implication that their value may persist even when the workflow being coordinated changes suddenly, in ways that nobody necessarily comprehends. Our research highlights the fact that even in an intensively science-based work context, the "technology of organizing" can have a significant role in shaping organizational performance.

Greater adaptivity or greater control? Adaptation of IOR portfolios in response to technological change

“…First, we contribute to the literature on organizational adaptation. In this literature, the major emphasis has been on firm-internal issues, such as, among other things, adjustments of standing managerial roles (Stan and Puranam, 2017), individual learning (Aggarwal et al, 2017), service offerings (Ruef, 1997), current strategy and structure (Jennings and Seaman, 1994), or internal routines (Yi et al, 2016), with no attention to the external organization of IORs. Given the fact that collaboration has become a widespread practice, in all its different forms, and is of eminent importance to firm performance and long-term survival, this is a critical topic to understand.…”

“…For example, if a firm decides to churn its IOR portfolio in response to industry technological change, what adaptations are needed to any of its internal attributes, such as to structure, managerial roles, or identity, to support this change? These topics have been studied in the realm of organizational adaptation but have remained limited to a firm-internal focus (e.g., Dutton and Dukerich, 1991;Jennings and Seaman, 1994;Stan and Puranam, 2017). An understanding of the interplay between adaptation of external and internal attributes, both in its process and performance effects, would provide a more comprehensive understanding of organizational adaptation.…”

“…In the growing literature on this topic, the main emphasis has been on adjustments to a firm's internal organizational attributes, such as changes to: managerial roles (Stan and Puranam, 2017), individual learning (Aggarwal et al, 2017), service offerings (Ruef, 1997), strategy and structure (Jennings and Seaman, 1994), internal routines (Yi et al, 2016), multi-level organizational dynamics (Dattee and Barlow, 2017), or identity (Dutton and Dukerich, 1991). Given the prevalence of IORs for modern firms these days, the question arises as to what extent firms are also adapting core external organizational attributes to changing environmental conditions.…”

The architecture of attention: Group structure and subsidiary autonomy

“…Simon (, ) and March and Simon () note that complex social systems are almost inevitably hierarchically organized, both to keep individual tasks manageable and to improve the resilience of the overall system. Because humans are bounded in their ability to process information, organizations must create structures and procedures that channel information to the relevant decision‐makers and guide their problem‐solving activities (Ethiraj & Levinthal, , ; Simon, ; Stan & Puranam, ; Williamson, ). Hierarchy, division of labor, indoctrination and work practices are examples of such structures and procedures.…”

A Study of Knowledge Management and Organizational Learning under Environmental Education

“…International manufacturing initiated in 1980s and 1990s is regarded as an important composition for manufacturers acquiring competitive advantages (Ferdows, 1997). On the other hand, manufacturers have to enhance the organizational learning capability to cope with fiercely competitive and dynamic market environment (Stan & Puranam, 2017). Globalized manufacturers' organizational learning capability, under Environmental Education, is therefore concerned in the academic circle.…”