Pooled, Sequential & Reciprocal Interdependence
Written by Tolga Azgun
Contents |
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
J.D Thompson’s work Organizations in Action” is seen as the foundation of characterizing organizational groups and has been inspirational for scholars studying the organizational design field. [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
- ↑ "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
- ↑ "B. Victor and R. S. Blackburn, "Interdependence: An Alternative Conceptualization," The Academy of Management Review, vol. 12, no. 3, pp. 486-498, 1987
- ↑ "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
- ↑ J. R. Galbraith, Organization Design. Reading, Mass, Massachusetts: Addison-Wesley, 1977.
- ↑ 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.
- ↑ "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
