Pooled, Sequential & Reciprocal Interdependence

Revision as of 13:34, 13 February 2022

Tolga Azgun

Abstract

Large scale projects encompassing various cross functional business units or teams have been characterized through their structural complexity.These complexities occur due to uncertainties which often is a direct consequence of vacillating resources (e.g., insufficient information flow) streaming throughout the project team.^[1] These resources vary from team to team and can be crucial for the success of the overall performance.These interlinkages of workflow between groups were conceptualized by Thompson (1967) ^[2] naming them “interdependencies”. The term can be defined as the extent to which groups, business units or teams are interdependent with one another and are essentially dependent upon the action of others for their success. Interdependencies were categorized according to the severity of their dependence to one another. An additional area of interest for scholars has been external interdependencies.(e.g., buyer-supplier relationships) These relationships indicate specific firm level dependencies where being dependent on another is seen as an integral part and as “boundary spanners” for successful cooperation between companies. ^[3] However, this article aims to illustrate dependencies from an inter-organisational point of view, in which contrasting historic concepts of interdependencies will be reviewed. Furthermore, it is aimed to highlight the groundwork of the notion constructed by Thompson (1967) in introducing the following concepts: pooled, sequential, and reciprocal interdependence. In addition, the article will outline the need of differing coordination methods for varying interdependency types based on the intensity levels to reduce the uncertainties which arises through complex workflow patterns.

Big Idea

^[4]

Various perspectives by Thompson (1967) Literature review on management control measures based on the level of interdependence; scholar’s research has been investigating the value of “management control” incentives to complement synergies of teams and business units

Pooled, Sequential & Reciprocal Interdependecies According to J.D.Thompson

Pooled Interdependence

Explaining pooled interdependence with a respective example & figure

Sequential Interdependence

Explaining Sequential interdependence with a respective example & figure

Reciprocal Interdependence

Explaining reciprocal interdependence with a respective example & figure

Coordinating Interdependence in Cross-Functional Project Teams

Standartization of Work Processes

Explaining the coordination method

Planning and Scheduling

Mutual Adjustments

Limitations of the Construct

critically reflect on the tool/concept/theory. When possible, substantiate your claims with literature

Annotated Bibliography

References

^[5]

1. ↑ "F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019
2. ↑ "B. Victor and R. S. Blackburn, "Interdependence: An Alternative Conceptualization," The Academy of Management Review, vol. 12, no. 3, pp. 486-498, 1987
3. ↑ "R. H. Chenhall and D. Morris, "THE IMPACT OF STRUCTURE, ENVIRONMENT, AND INTERDEPENDENCE ON THE PERCEIVED USEFULNESS OF MANAGEMENT ACCOUNTING SYSTEMS," Accounting Review, vol. 61, no. 1, pp. 16-135, 1986
4. ↑ J. Frost, K. Bagban and R. Vogel, "Managing Interdependence in Multi-business Organizations : A Case Study of Management Control Systems," Schmalenbach Business Review, vol. 17, no. 2, pp. 225-260, 2016.
5. ↑ "Détienne, F. (2006). Collaborative design: Managing task interdependencies and multiple perspectives. Interacting with Computers, 18(1 SPEC. ISS.), 1-20. doi:10.1016/j.intcom.2005.05.001