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dc.contributor.authorHarrison, Debbie
dc.contributor.authorMunksgaard, Kristin B.
dc.contributor.authorPrenkert, Frans
dc.date.accessioned2023-07-21T08:48:57Z
dc.date.available2023-07-21T08:48:57Z
dc.date.created2022-09-08T12:40:53Z
dc.date.issued2022
dc.identifier.citationBritish Journal of Management. 2022, .en_US
dc.identifier.issn1045-3172
dc.identifier.urihttps://hdl.handle.net/11250/3080669
dc.description.abstractThis study addresses the lack of knowledge about inter-organizational activity coordination in the contemporary economy. Existing understanding of economic coordination within inter-organizational research is based on the three modes of organization, market, and cooperative relationship. We extend the framework of Richardson that analyses specialization and complementarity within the industrial division of labour in terms of these three coordination modes. We propose a novel mode of coordinating economic activity, namely multi-actor arrangements, which is based on the coordination of very dissimilar yet complementary activities, grounded in the principle of distributed control. This fourth mode is necessary to explain contemporary phenomena such as the circular economy and blockchain because these involve interdependencies that were previously framed as too different or unrelated to coordinate. The extension is important because it changes our understanding of mixed-mode coordination. Our proposed fourth mode enables the conceptualization of how activity interdependencies are coordinated within inter-organizational relationships and networks undergoing transformation.en_US
dc.language.isoengen_US
dc.publisherWileyen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.titleCoordinating Activity Interdependencies in the Contemporary Economy: The Principle of Distributed Controlen_US
dc.title.alternativeCoordinating Activity Interdependencies in the Contemporary Economy: The Principle of Distributed Controlen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionpublishedVersionen_US
dc.source.pagenumber22en_US
dc.source.volume34en_US
dc.source.journalBritish Journal of Managementen_US
dc.source.issue3en_US
dc.identifier.doi10.1111/1467-8551.12650
dc.identifier.cristin2049906
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode2


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
Med mindre annet er angitt, så er denne innførselen lisensiert som Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal