Coordination in Fast-Response Organizations

By Samer Faraj, Yan Xiao. Management Sciences, 2006

918 citations recorded by the source corpus.

Subfields: General Health Professions, Management Science and Operations Research, Philosophy

View Paper: https://www.semanticscholar.org/paper/1c2d6ed0546e0a564062cc3971cb66e40cb217ee

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

In Management Science and Operations Research

In Philosophy

Citations in the corpus

Transcending Knowledge Differences in Cross-Functional Teams (2012, background): “Thus, while we agree with previous literature questioning the value of deep knowledge dialogue (Donnellon et al 1986, Faraj and Xiao 2006, Kellogg et al 2006, Schmickl and Kieser 2008), we extend beyond that literature to identify the dialogue-based practices that replace deep knowledge dialogue.”
Boundary Crossing and Boundary Objects (2011, neutral): “(2007); Faraj and Xiao (2006); Fenton (2007); Fleischmann”
Turning on the tap: the benefits of using ‘real-life’ vignettes in qualitative research interviews (2020, result): “If confirmed, it would add to earlier findings of how ‘High Reliability Organizations’ (HROs) balance structure and flexibility (Schulman, 1993; Faraj and Xiao, 2006; Weick and Sutcliffe, 2007).”
Challenges and obstacles in sharing and coordinating information during multi-agency disaster response: Propositions from field exercises (2010, background): “(Comfort and Kapucu 2006; Drabek and McEntire 2002; Dynes and Aguirre 1976; Faraj and Xiao 2006; Otjacques et al. 2007) 3.”
Let's Dance! Elastic Coordination in Creative Group Work: A Qualitative Study of Modern Dancers (2014, background): “Coordination is the “temporally unfolding and contextualized process of input regulation and interaction articulation to realize a collective performance” (Faraj & Xiao, 2006: 1157).”
Organizing for Innovation in the Digitized World (2012, background): “Scholars have become increasingly aware of the new forms of organizational risks arising from this type of complexity (Faraj and Xiao 2006, Jarvenpaa and Majchrzak 2010, Carlo et al. 2012, Weick and Roberts 1993, Weick et al. 1999).”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “…teams and organizations fail to appropriately interpret environmental cues and makechanges toaddress shifts in the situation, theyare likely to be less resilient to the adverse and complex environments they face (Bigley & Roberts, 2001; Faraj & Xiao, 2006), which can then result in a crisis event.”
Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms (2009, result): “This is in line with recent studies on learning and coordination, which indicate the importance of more informal and personal types of coordination for shaping knowledge and learning related processes and activities of organization members (e.g. Argote et al., 2003; Faraj & Xiao, 2006).”
No Workflow Can Ever Be Enough (2017, background): “, improvised) modes of coordination fully satisfy the coordination needs of high-velocity and unpredictable organizations [12, 13, 23].”
Coordinating Expertise Among Emergent Groups Responding to Disasters (2007, background): “Efficient coordination of expertise has been studied in many organizational contexts such as software development (Faraj and Sproull 2000) and emergency medical response units (Faraj and Xiao 2006) where, in these contexts, the group membership, tasks, roles, and knowledge can be specified ex ante.”
Examining Crowd Work and Gig Work Through the Historical Lens of Piecework (2017, background): “However, as work becomes more complex, it becomes increasingly di ﬃ cult to codify a process to achieve it [44, 41].”
Coordination in emergency response management (2008, background): “Uncertainties are managed by improvisations, prioritization, and dynamic sourcing of capacities from other communities and external agencies, such as neighboring counties, state and federal agencies [5].”
Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice (2012, positive): “Second, this problem with coordinating mechanisms is exacerbated in service-based and technological organizations, because the way that a service or technology is delivered through task coordinating is uncertain and hard to define and formalize (Faraj & Xiao, 2006).”