Latitude or Latency? How Occupational Embeddedness and Control Shape Emergent Coordination

Chung, D. & Bechky, B. A. (2017). Latitude or Latency? How Occupational Embeddedness and Control Shape Emergent Coordination. Administrative Science Quarterly,

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Abstract

In this article, we examine how occupational communities that are embedded in organizations exercise control processes to achieve emergent coordination. We compare two types of organizations, equipment manufacturing and film production, and find that while occupational control was important for emergent coordination in both settings, this relationship varied according to two aspects of occupational embeddedness: organizational acknowledgement and occupational interdependence. In the equipment manufacturing setting, occupational control was latent: the communities visibly conformed to organizational control processes while exercising occupational control behind the scenes to coordinate emergently. In the film setting, the organization granted the occupational community significant latitude over its tasks, which enabled members to coordinate emergently the majority of the time. We propose that these two aspects of occupational embeddedness must be analyzed together with occupational control processes to explain how integration unfolds in knowledge-based settings.

Item Type: Article
Additional Information: Copyright Sage 2017
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Cass Business School > Faculty of Management
URI: http://openaccess.city.ac.uk/id/eprint/17797

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