Relational Coordination: Coordinating Work through Relationships of Shared Goals, Shared Knowledge and Mutual Respect

By Jody Hoffer Gittell. 2006

260 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/522af880c1130360d61a0f5a7301a10e29dc6c82

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In Management of Technology and Innovation

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Revisiting Relational Coordination: A Systematic Review (2021, unknown): “Developed inductively from field data (Gittell, 2006), relational coordination has commonalities with other relational approaches to coordination (Aristidou & Barrett, 2018; Bechky, 2006; Faraj & Xiao, 2006; Follett, 1949; Stephens, 2020; Weick & Roberts, 1993).”
A Relational Model of How High-Performance Work Systems Work (2010, background): “Previous research has shown how relationships of shared goals, shared knowledge, and mutual respect enabled employees from different functions to coordinate work by supporting frequent, timely, problem-solving communication among them (Gittell 2006).”
Relationships and Resilience (2008, background): “…specifies three types of relationships that are central to effective coordination—shared goals, shared knowledge, and mutual respect— and four components of communication that are central to effective coordination— frequent, timely, accurate, and problem-solving communication (Gittell, 2006).”
Customer experience challenges: bringing together digital, physical and social realms (2018, background): “If effective coordination is to occur, participants must also be connected by “relationships of shared goals and mutual respect” (Gittell, 2006, p. 75).”
Transforming the Public Sector Into an Arena for Co-Creation: Barriers, Drivers, Benefits, and Ways Forward (2019, background): “Turning to administrative leadership theory, there is a new and interesting theory of “relational coordination” (Gittel, 2005) that pinpoints the challenge that public managers are facing when leading complex and crosscutting processes of co-creation that involves staff members and experts from depa”
How Relational and Organizational Identification Converge: Processes and Conditions (2008, background): “, Guthrie 1993). For example, some ancient societies ascribed human (and/or god-like) qualities to nature, such as a storm reflecting anger with the tribe or good crop-growing weather reflecting satisfaction. In a modern example, Luczak et al. (2003) found that individuals routinely anthropomorphize”