Coordination in Fast-Response Organizations

Samer Faraj () and Yan Xiao
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Samer Faraj: Robert H. Smith School of Business, University of Maryland, College Park, Maryland 20742

Management Science, 2006, vol. 52, issue 8, 1155-1169

Abstract: Organizational coordination has traditionally been viewed from an organizational-design perspective where rules, modalities, and structures are used to meet the information-processing demands of the environment. Fast-response organizations face unique coordination challenges as they operate under conditions of high uncertainty and fast decision making, where mistakes can be catastrophic. Based on an in-depth investigation of the coordination practices of a medical trauma center where fast-response and error-free activities are essential requirements, we develop a coordination-practice perspective that emphasizes expertise coordination and dialogic coordination. We argue that expertise coordination practices (reliance on protocols, community of practice structuring, plug-and-play teaming, and knowledge sharing) are essential to manage distributed expertise and ensure the timely application of necessary expertise. We suggest that dialogic coordination practices (epistemic contestation, joint sensemaking, cross-boundary intervention, and protocol breaking) are time-critical responses to novel events and ensure error-free operation. However, dialogic coordination practices are highly contested because of epistemic differences, reputation stakes, and possible blame apportionment.

Keywords: coordination; teams; high-reliability organization; practice; expertise coordination; communities of practice (search for similar items in EconPapers)
Date: 2006
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Citations: View citations in EconPapers (96)

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