Pooled, Sequential & Reciprocal Interdependence
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 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”. Interdependencies were categorized according to the severity of their dependence to one another. The term can be defined as the extent to which groups/business units/teams are interdependent with one another and are essentially dependent upon the action of others for their success. 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 “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 interdependency. 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
Various perspectives, constructs, resource/task interdependency
Pooled, Sequential & Reciprocal Interdependecies According to J.D.Thompson
Pooled Interdependence
Sequential Interdependence
Reciprocal Interdependence
Coordinating Interdependence in Cross-Functional Project Teams
Standartization of Work Processes
Planning and Scheduling
Mutual Adjustments
Limitations of the Construct
Annotated Bibliography
References
Big Idea: describe the tool, concept or theory and explain its purpose. The section should reflect the current state of the art on the topic
Application: provide guidance on how to use the tool, concept or theory and when it is applicable
Limitations: critically reflect on the tool/concept/theory. When possible, substantiate your claims with literature
Annotated bibliography : Provide key references (3 10), where a reader can find additional information on the subject.
- ↑ "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
- ↑ "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
