Works
- Team scaffolds: how mesolevel structures enable role-based coordination in temporary groups, Organization Science 26(2), 405 to 422, 2015
- Flash organizations: crowdsourcing complex work by structuring crowds as organizations, Proceedings of the 2017 CHI Conference on Human Factors in Computing Systems, 3523 to 3537, 2017
- Algorithms at work: the new contested terrain of control, Academy of Management Annals 14(1), 366 to 410, 2020
- How managers maintain control through collaborative repair: evidence from platform-mediated gigs, Organization Science 32(5), 1300 to 1326, 2021
In Organizational Structures
Known for
Coordination in fluid teams and computationally structured organizations
Ideas
Flash organizations. With colleagues, Valentine built software that structures crowd workers into roles, teams, and hierarchies that can be reconfigured continuously, and showed such crowds carrying out open-ended, complex projects. Caveat: A deployment reported by the system's designers, with no comparison group.
Collaborative repair. With Rahman, found that client managers on a platform labor market kept control better by repairing misunderstandings with contractors than by using the platform's tools coercively. Caveat: One platform and one kind of work.
Team scaffolds. Bounding a set of roles, not a set of people, and giving it collective responsibility for a whole task let fluid groups work as teams; patient throughput time improved by 40 percent in the department studied. Caveat: One emergency department.