Keeping it together: A process perspective of forming and sustaining meta-organizations without a central architect
Type
conference paper
Date Issued
2021-12
Author(s)
Abstract
An important form of distributed and ‘open’ organizing are meta-organizations – whose members are organizations rather than individuals – that engage in inter-firm cooperation to pursue a common goal. Member firms of meta-organizations are simultaneously subject to two contrasting forms of organizing. On the one hand they are typically hierarchically organized as independent firms in their pursuit of distinct strategic goals, while on the other, they engage in heterarchical organizing within a meta-organization to strive towards a system-level goal. These sets of goals – firm and meta-organizational – are unlikely to perfectly align and the two different modes of organizing may lead to frictions as the meta-organization evolves alongside its independent member firms. In this study we address the question of how meta-organizations navigate the corporate goals of their member firms and the system-level goals of the meta-organization as a whole. Based on an in-depth longitudinal case of a meta-organization within the electricity industry, we develop a process model of meta-organizational formation and evolution.
Our findings suggest that the meta-organization did not form on the basis of a single system-level goal. Instead, it created what we call purpose multiplicity - a set of loosely defined intentions that differ regarding the extent to which they emphasize corporate vs. system-level (i.e. collective) interests. The meta-organization experienced four phases of change characterized by a shifting balance amongst the identified purposes. The underlying explanation for these purpose changes is that the meta-organization vacillated between emphasizing corporate vs. collective interests. This vacillation was achieved via four (re)-purposing processes – (1) transformational, (2) strategic, (3) relational, (4) intertemporal (re)purposing. We further derive four organizing mechanisms – (1) heterarchical co-creating, (2) shifting to hierarchical operation, (3) fomenting a community, (4) organizing for continuity – that explain how and why these purpose shifts took place.
Our findings suggest that the meta-organization did not form on the basis of a single system-level goal. Instead, it created what we call purpose multiplicity - a set of loosely defined intentions that differ regarding the extent to which they emphasize corporate vs. system-level (i.e. collective) interests. The meta-organization experienced four phases of change characterized by a shifting balance amongst the identified purposes. The underlying explanation for these purpose changes is that the meta-organization vacillated between emphasizing corporate vs. collective interests. This vacillation was achieved via four (re)-purposing processes – (1) transformational, (2) strategic, (3) relational, (4) intertemporal (re)purposing. We further derive four organizing mechanisms – (1) heterarchical co-creating, (2) shifting to hierarchical operation, (3) fomenting a community, (4) organizing for continuity – that explain how and why these purpose shifts took place.
Abstract (De)
An important form of distributed and ‘open’ organizing are meta-organizations – whose members are organizations rather than individuals – that engage in inter-firm cooperation to pursue a common goal. Member firms of meta-organizations are simultaneously subject to two contrasting forms of organizing. On the one hand they are typically hierarchically organized as independent firms in their pursuit of distinct strategic goals, while on the other, they engage in heterarchical organizing within a meta-organization to strive towards a system-level goal. These sets of goals – firm and meta-organizational – are unlikely to perfectly align and the two different modes of organizing may lead to frictions as the meta-organization evolves alongside its independent member firms. In this study we address the question of how meta-organizations navigate the corporate goals of their member firms and the system-level goals of the meta-organization as a whole. Based on an in-depth longitudinal case of a meta-organization within the electricity industry, we develop a process model of meta-organizational formation and evolution.
Our findings suggest that the meta-organization did not form on the basis of a single system-level goal. Instead, it created what we call purpose multiplicity - a set of loosely defined intentions that differ regarding the extent to which they emphasize corporate vs. system-level (i.e. collective) interests. The meta-organization experienced four phases of change characterized by a shifting balance amongst the identified purposes. The underlying explanation for these purpose changes is that the meta-organization vacillated between emphasizing corporate vs. collective interests. This vacillation was achieved via four (re)-purposing processes – (1) transformational, (2) strategic, (3) relational, (4) intertemporal (re)purposing. We further derive four organizing mechanisms – (1) heterarchical co-creating, (2) shifting to hierarchical operation, (3) fomenting a community, (4) organizing for continuity – that explain how and why these purpose shifts took place.
Our findings suggest that the meta-organization did not form on the basis of a single system-level goal. Instead, it created what we call purpose multiplicity - a set of loosely defined intentions that differ regarding the extent to which they emphasize corporate vs. system-level (i.e. collective) interests. The meta-organization experienced four phases of change characterized by a shifting balance amongst the identified purposes. The underlying explanation for these purpose changes is that the meta-organization vacillated between emphasizing corporate vs. collective interests. This vacillation was achieved via four (re)-purposing processes – (1) transformational, (2) strategic, (3) relational, (4) intertemporal (re)purposing. We further derive four organizing mechanisms – (1) heterarchical co-creating, (2) shifting to hierarchical operation, (3) fomenting a community, (4) organizing for continuity – that explain how and why these purpose shifts took place.
Language
English
HSG Classification
contribution to scientific community
Event Title
18th Open and User Innovation Conference
Event Location
RWTH Aachen University
Subject(s)
Eprints ID
264985