Gaffers, Gofers, and Grips: Role-Based Coordination in Temporary Organizations

By Beth A. Bechky. Organ. Sci., 2006

904 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Urban Studies

View Paper: https://www.semanticscholar.org/paper/037d8fa2b2eebebf60c65bb264fba434964bc123

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Urban Studies

Citations in the corpus

Theorizing Practice and Practicing Theory (2011, background): “This enacted view of knowledge is strongly evident in research on knowledge production and sharing within organizations by such scholars as Bechky (2003a, 2003b; 2006), Brown and Duguid (1991, 1998), Boland and Tenkasi (1995), Carlile (2002, 2004), Cook and Brown (1999), Gherardi (2006), Gherardi…”
Learning in Hybrid-Project Systems: The Effects of Project Performance on Repeated Collaboration (2008, background): “In spite of the widespread assumption about their adaptive capabilities, however, project ventures also face considerable learning and adaptation obstacles (Bechky, 2006; Grabher, 2004; Jones, Hesterly, Fladmoe- Linquist, & Borgatti, 1998; Taylor & Greve, 2006).”
Overcoming the Social and Psychological Barriers to Green Building (2008, neutral): “Bechky (2006) noted that “[temporary] organizations are organized around enduring, structured role systems whose nuances are negotiated in situ” (p. 4).”
Review article: Enhancing employability: Human, cultural, and social capital in an era of turbulent unpredictability (2010, background): “O’Mahony and Bechky (2006) discovered a different strategy by which some contractors learn new skills.”
Cultural Industries: Product–Market Characteristics, Management Challenges and Industry Dynamics (2015, neutral): “In such temporary organizations, work is organized around constant role systems (Bechky 2006).”
Dynamic Delegation: Shared, Hierarchical, and Deindividualized Leadership in Extreme Action Teams (2006, background): “Bigley and Roberts (2001) and Bechky (2006) described two such organizations which, like the TRU, are “improvisational.””
Managing in the creative industries: Managing the motley crew (2009, background): “Latent organizations do not rely solely on a single mode of coordination but use hybrids of trust, contract and hierarchical resource allocation (Bechky, 2006; Manning, 2007; McKinlay, 2009).”
Conceptualizing the Behavioral Barriers to CSR and CS in Organizations: A Typology of HRD Interventions (2010, background): “(2010) Bechky (2006) McMahan et al. (1996) Teamwork processes Processes of collaboration, knowledge sharing, and team spirit within an organization.”
Nexus Work: Brokerage on Creative Projects (2010, neutral): “Becker, H. S. 1951 “The professional dance musician and his audience.””
Thrilled by the discourse, suffering through the experience: Emotions in project-based work (2014, background): “…the specific demands of projectbased work becomes increasingly important among a number of professionals, such as creative industries professionals (Bechky, 2006; Kunda, 1992; Lindgren and Packendorff, 2007; Rowlands and Handy, 2012), computer programmers (Case and Piñeiro, 2009), financial…”
No Workflow Can Ever Be Enough (2017, background): “The teams in both conditions had the same role structures [4, 63] and hired three crowd workers with the exact same expertise, including a UI Designer, UX Researcher, andWebDeveloper.”
Stretchwork: Managing the Career Progression Paradox in External Labor Markets (2006, background): “Basic skills for entry-level jobs in most departments overlapped and primarily required cultural know-how of role relationships and expectations (Bechky, 2006).”
Practice as the Site of Knowing: Insights from the Field of Telemedicine (2011, background): “In spite of the recent resurgence of interest in the study of coordination (Bechky 2003, 2006), we still know markedly little about the practice of coordination and, above all, the coordination of practices and knowings.”
JOB TITLES AS IDENTITY BADGES: HOW SELF-REFLECTIVE TITLES CAN REDUCE EMOTIONAL EXHAUSTION (2014, background): “Research shows that job titles also are important for coordination in teams, both because they can facilitate the development of trust (e.g., Bechky, 2006; Klein, Ziegert, Knight, & Xiao, 2006) and because they offer a way to manage the differentiation of skills between team members (Hollenbeck,…”