Organizing work to support relational co-ordination

By Jody Hoffer Gittell. 2000

356 citations recorded by the source corpus.

Subfields: Management Information Systems, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/387c9db1377d45580a33eef21af7daba16fd1e34

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In Management Information Systems

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Exploring the Relationships between Organizational Virtuousness and Performance (2004, background): “Virtuousness helps limber the organization, or increase its capacity to respond adaptively to unanticipated and potentially damaging situations, by enhancing relational coordination (Gittell, 2000, 2001).”
Relationships and Resilience (2008, methodology): “The theory of relational coordination was originally developed in the context of flight departures and has been used in several empirical studies (Gittell, 2000, 2001, 2002; Gittell et al., 2000; Gittell, Weinberg, Pfefferle, & Bishop, in press; Weinberg, Lusenhop, Gittell, & Kautz, 2007).”
Revisiting Relational Coordination: A Systematic Review (2021, unknown): “According to the theory, the strength of relational coordination depends on the design of organizational structures (Gittell, 2000; Gittell & Douglass, 2012).”
HRM practices for human and social capital development: effects on innovation capabilities (2016, background): “Work autonomy and broad job design give employees opportunities for an extensive search for problem resolution, in which network development can be an essential issue (Gittell, 2000).”
A Relational Model of How High-Performance Work Systems Work (2010, background): “Though the types of employee-employee relationships explored in these studies are varied, including relational coordination (Gittell 2000), social networks (Collins and Clark 2003, Gant et al.”
Mutual Gains or Zero Sum? Labor Relations and Firm Performance in the Airline Industry (2004, unknown): “(Gittell 2000, 2001, 2003).”
Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture (2007, background): “Specifically, team-based production that requires reciprocal interdependence can help enhance the interactions among core employees and internal/external partners, leading to mutual adjustment and close coordination (Delaney & Huselid, 1996; Gittell, 2000).”
Competition, cooperation, and corporate culture (2011, background): “…corporate culture, where employees are known to help each other and team spirit and good relationships between different work units play a key role (Gittell 2000, Gittell 2003).3 In contrast to Southwest, most other U.S. airlines have been unable to achieve similar levels of worker cooperation and…”