The collaboration conundrum: A new theory for an emerging organizational form

Rebekah Dibble, Cristina Gibson

Research output: Chapter in Book/Conference paperChapter

Abstract

We draw attention to the ways in which emerging forms of collaborative work, organized to pool expertise, resources, or social networks for the creation of a specific product or service, are critically distinct from more traditional forms of organizing. We identify fluidity, impermanence, organizational independence, and environmental volatility as four key features which set collaborative efforts apart from traditional teams. Given these distinctions, there are important aspects of collaborative work today that cannot be adequately understood by generalizing from more traditional forms. We focus here on two such aspects—internal and external adjustment—and examine the implications of adjustment for performance in collaborative endeavors.
Original languageEnglish
Title of host publicationNew Directions in Management and Organization Theory
EditorsJeffrey A. Miles
PublisherCambridge Scholars Publishing
Pages143-180
ISBN (Print)9781443858618, 9781443854757
Publication statusPublished - 2014

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Dibble, R., & Gibson, C. (2014). The collaboration conundrum: A new theory for an emerging organizational form. In J. A. Miles (Ed.), New Directions in Management and Organization Theory (pp. 143-180). Cambridge Scholars Publishing.