Organizing for Fluidity? Dilemmas of New Organizational Forms

By Georg Schreyögg, J. Sydow. 2011

481 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/11671e2fb8bc10dc95f0f8bb796fbd0918bd5057

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Citations in the corpus

Linking strategic flexibility and operational efficiency: the mediating role of ambidextrous operational capabilities (2014, background): “Strategic flexibility supports the adaptive use of resources, the reconfiguration of processes (Sanchez, 1995; Zhou and Wu, 2010), and thus, the ability to quickly respond to dynamically changing environments (Nadkarni and Narayanan, 2007; Schreyögg and Sydow, 2010).”
Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, unknown): “Schreyögg and Sydow (2010) Adaptable fluidity and efficient stability Organization theory.”
What Facilitates Dynamic Capabilities? The Role of Organizational Climate for Trust (2017, background): “…although prior literature does recognize that dynamic capabilities encompass collective learning and coordinated effort by organization members (Helfat and Winter, 2011; Schreyögg and Sydow, 2010), their social foundations remain largely unexplored (Helfat and Peteraf, 2015; Wilden et al., 2016).”
Managing Legitimacy in Complex and Heterogeneous Environments: Sustainable Development in a Globalized World (2013, unknown): “This means that a legitimacy strategy may become immediately obsolete and requires corporations to respond with ‘organizational fluidity’ (Schreyögg & Sydow, 2010).”
Organizational Path Dependence: A Process View (2011, background): “As dilemmas cannot be solved, Ghemawat suggests looking for balancing models designed to keep a system flexible and committed (see also Schreyögg & Sydow, 2010).”
Exploring the Role of Leadership in Enabling Contextual Ambidexterity (2015, background): “Some authors doubt whether individuals are able to do both (Schreyogg & Sydow, 2010), whereas others have indicated individuals are able to do this (Raisch et al., 2009).”
Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms (2017, unknown): “…culture, and structures that form the organization’s formal and informal processes and structures (see Gulati et al., 2012; Nadler & Tushman, 1989) and, especially, how it can be reconciled with these capabilities and architectures (e.g., Greenwood & Hinings, 1993, 1996; Schreyögg & Sydow, 2010).”
Understanding the changing nature of psychological contracts in 21st century organizations (2017, background): “…rather than vertical communication lines, participative decision-making rather than top-down power and rigid lines of command, the pursuit of diversity rather than homogeneity, and adaptability and proactive change rather than stability and reaction (Frese, 2000; Schreyögg & Sydow, 2010).”