Renewal Through Reorganization: The Value of Inconsistencies Between Formal and Informal Organization

By Ranjay Gulati, Phanish Puranam. Organ. Sci., 2009

479 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cf8b79138dc6a8bb7186695ea9196d40b548faa2

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Citations in the corpus

Leadership for organizational adaptability: A theoretical synthesis and integrative framework (2018, background): “…some adopt vacillation approaches (Nickerson and Zenger, 2002), which argue that exploration and exploitation are achieved by dynamically alternating, both temporally and sequentially, between the dual structures (Boumgarden et al., 2012; Gulati and Puranam, 2009; Siggelkow and Levinthal, 2003).”
Absorbing the Concept of Absorptive Capacity (2009, background): “Knowledge-based Kogut and Zander (1992) view of the firm Starbuck (1992) Garud and Nayyar (1994) Grant (1996a, b) Van den Bosch et al.”
Discretion Within Constraint: Homophily and Structure in a Formal Organization (2012, unknown): “Third, we contribute to the literature on organizational design, offering evidence of how and by whom formal lateral structures bridge an otherwise siloed organization (e.g., Gulati and Puranam 2009, Soda and Zaheer 2012, Tzabbar et al. 2010, Yakubovich and Shekshnia 2010).”
Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, unknown): “Gulati and Puranam (2009) show that informal organizational operation can complement the formal structure, causing ‘compensatory fit’, which can aid ambidexterity, and Lee and MacMillan (2008) find that deploying both procedural knowledge and commonly-held values is positively related to firm…”
The Mirroring Hypothesis: Theory, Evidence and Exceptions (2016, background): “Gulati, R. and P. Puranam (2009), ‘Renewal through reorganization: the value of inconsistencies between formal and informal organ- ization,’ Organization Science, 20(2), 422–440.”
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “It is likely that the right balance between differentiation and integration is dependent on the relative importance of exploitative and exploration activities (Gulati and Puranam 2009).”
Cognition and Renewal: Comparing CEO and Organizational Effects on Incumbent Adaptation to Technical Change (2009, background): “Could the delaying effect of investment in capabilities related to the existing technology be reversed or mitigated by increased managerial attention to the emerging technology? This would suggest the possibility of “compensatory fit” ( Gulati and Puranam 2009 ), where one level of the organization ”
Technology, Identity, and Inertia Through the Lens of "The Digital Photography Company" (2009, background): “What role might organization structure, for instance inconsistencies between informal and formal organization play (Gulati and Puranam 2009)?”
Behavioral Ambidexterity: The Impact of Incentive Schemes on Productivity, Motivation, and Performance of Employees in Commercial Banks (2015, background): “The use of the word ambidexterity in scholarly debate has risen rapidly (Birkinshaw & Gupta, 2013; Gulati & Puranam, 2009; Junni et al., 2013; O’Reilly, Harreld & Tushman, 2009; O’Reilly & Tushman, 2013; Raisch & Birkinshaw, 2008; Raisch, Birkinshaw, Probst, & Tushman, 2009) in multiple areas of…”
Diversity in Alliance Portfolios and Performance Outcomes: A Meta-Analysis (2017, methodology): “…of level of analysis at which performance is measured, several studies examined performance at the alliance level (e.g., Hoetker & Mellewigt, 2009; Lane, Salk, & Lyles, 2001), whereas other studies analyzed performance at the firm level (e.g., Gulati & Puranam, 2009; Lavie, 2007; Sampson, 2004).”
The Role of Interdependence in the Micro-Foundations of Organization Design: Task, Goal, and Knowledge Interdependence (2020, background): “In turn, studies of reorganization have implicitly captured goal interdependence by studying situations in which the bases for both task and goal interdependence change or are at stake (e.g., Gulati & Puranam, 2009; Jacobides, 2007; Karim 2006; Nickerson & Zenger, 2002; Raveendran, 2020).”
Strategic Renewal of Organizations (2009, background): “…role of internal Effect of cognition on entry into new industry (Eggers and Kaplan 2009) Dual focus on cost reduction and customer responsiveness (Gulati and Puranam 2009) Formal and informal organizational structure (Gulati and Puranam 2009) Entrepreneurial dynamic capabilities of top…”
Dynamic Balancing of Exploration and Exploitation: The Contingent Benefits of Ambidexterity (2018, background): “This dynamic conception of ambidexterity captures not only exploration and exploitation’s complementary returns (Smith and Lewis 2011) but also their coalignment returns (Gulati and Puranam 2009), which jointly explain firms’ long-term performance.”