The role of dualities in arbitrating continuity and change in forms of organizing

Graetz, Fiona and Smith, Aaron 2007, The role of dualities in arbitrating continuity and change in forms of organizing, International journal of management reviews, vol. 10, no. 4, pp. 265-280, doi: 10.1111/j.1468-2370.2007.00222.x.

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Title The role of dualities in arbitrating continuity and change in forms of organizing
Author(s) Graetz, Fiona
Smith, Aaron
Journal name International journal of management reviews
Volume number 10
Issue number 4
Start page 265
End page 280
Publisher Blackwell Publishing Ltd.
Place of publication Oxford, England
Publication date 2007
ISSN 1460-8545
Summary A substantial body of literature on new forms of organizing has forecast the end of bureaucracy. More recent empirical studies, however, indicate that high-performing organizations are adopting dual forms of organizing in which the controllability advantages associated with traditional forms work to complement and support the responsiveness attributes of new forms of organizing. The paradox is that, if organizations discard the key planning, co-ordinating and direction-setting mechanisms of traditional forms of organizing, they also remove the stabilizing dimensions of organizational form that are essential in periods of uncertainty and change. The challenge for organizations lies in learning how to manage the tensions or dualities between traditional and new forms of organizing, a process demanding the arbitration of continuity and change. This paper explores the concept of dualities and its salience in the management of organizing forms. First, the nature of dualities is explained; secondly, a set of characteristics is developed to describe the behaviour of dualities; and thirdly, suggestions are presented for arbitrating the tensions that exist in organizing form dualities. These three contributions are relevant because they signal the route to the effective creation and management of organizing form dualities, the benefit of which is the constructive combination of dynamic capabilities (underpinning innovation and responsiveness, the hallmarks of new forms of organizing) and operational capabilities (underpinning stability and efficiency, the hallmarks of traditional forms of organizing).
Language eng
DOI 10.1111/j.1468-2370.2007.00222.x
Field of Research 150312 Organisational Planning and Management
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2007, The Authors
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Document type: Journal Article
Collection: School of Management and Marketing
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