Who’s got the time? Temporary organizing under temporal institutional complexity
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- Book chapters 
Original version2020, Braun, T. and Lampel, J. (Ed.) Tensions and paradoxes in temporary organizing (Research in the Sociology of Organizations, Vol. 67) 127-150. 10.1108/S0733-558X20200000067012
This chapter addresses the challenges associated with temporary organising under conditions of institutional complexity. The authors draw on findings from an in-depth case study of a megaproject initiated to reshape healthcare in Sweden. At the centre of this transformation was the construction of a new, ‘world-class’ hospital to replace the former (historical and renowned) university hospital. The authors posit that organising such projects is largely a matter of creating, responding to, and re-creating temporal institutional complexity. Thus, their study identifies four distinct response strategies – innovating, partial decoupling, avoiding, and surfing – on which project actors relied when dealing with the multiplicity of temporal institutional requirements. The authors propose a model for explaining how these strategies affected the temporal institutional complexity faced by the project. Their chapter adds to the literature on temporary organisations by highlighting the nature and dynamics of temporal institutional complexity and by revealing how inter-institutional temporary organisations cope with such complexity.