Crafting Internal Hybrids

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Crafting Internal Hybrids

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dc.contributor.author Zenger, Todd R. en_US
dc.date.accessioned 2009-02-04T10:25:28Z
dc.date.available 2009-02-04T10:25:28Z
dc.date.issued 2004-03-18T00:00:00Z en_US
dc.identifier.uri http://hdl.handle.net/10398/6933
dc.description.abstract Hybrid governance forms that seek to meld the virtues of both market control and traditional hierarchical control are alluring. While extensive research has examined such hybrids forms, the research has been restricted largely to external hybrids --- market exchanges infused with elements of hierarchical control. Comparatively little research, outside of the M-form literature, has examined internal hybrids --- hierarchical forms infused with elements of market control. This paper contends that common change initiatives, such as TQM, reengineering, autonomous work teams, and group-based rewards, are appropriately viewed as attempts to craft internal hybrids by selectively infusing elements of market control within hierarchy. However, these common change initiatives are implemented commonly in isolation and, as a consequence, violate patterns of complementarity that both sustain traditional hierarchy or support the stable infusion of market control. Managers overlay new measures on existing, functionally-oriented structures; they implement new structures without new performance measures and without new pay systems; they implement new pay systems, but fail to restructure or develop new performance measures. The paper argues that these violations of complementarity often trigger the unraveling of the bundle of elements that support traditional hierarchy and spiral hierarchies toward fundamental transformation. The clear trajectory of these transformations is toward quite radically, disaggregated organizations structured around teams. The paper presents both logic and evidence supporting the existence of complementarities among these common change initiatives. en_US
dc.format.extent 32 s. en_US
dc.language eng en_US
dc.relation.ispartofseries LINK Working paper;2002-06 en_US
dc.subject.other kep en_US
dc.title Crafting Internal Hybrids en_US
dc.type wp en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Industriøkonomi og Virksomhedsstrategi
dc.contributor.departmentshort IVS
dc.contributor.departmentuk Department of Industrial Economics & Strategy
dc.contributor.departmentukshort IES
dc.idnumber x656406266 en_US
dc.publisher.city København en_US
dc.publisher.year 2002 en_US
dc.title.subtitle Complementarities, Common Change Initiatives, and The Team-Based Organization en_US


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