Works
- Structure and learning in self-managed teams: why 'bureaucratic' teams can be better learners, Organization Science 21(3), 609 to 624, 2010
- Sailing into the wind: exploring the relationships among ambidexterity, vacillation, and organizational performance, Strategic Management Journal 33(6), 587 to 610, 2012
In Organizational Structures
Known for
Structural change over time and structure inside self-managed teams.
Ideas
Vacillation. With Nickerson and Zenger, found that shifting between structures over time may give higher long-run performance than ambidexterity, and that the two work as complements. Caveat: A reanalysis of a few published cases of ambidexterity and of vacillation. Read in its abstract only.
Structure in self-managed teams. With Bunderson, found that in self-managed teams with stable tasks more structure promoted learning through information sharing, less conflict, and psychological safety. Caveat: A field study of self-managed teams in one firm, with stable tasks only. Read in its abstract only.
In this section, “read” means read by the Organizational Structures series: where a line says a work, or part of one, was not read, the series did not read it.