Coordinating Mechanisms in Care Provider Groups: Relational Coordination as a Mediator and Input Uncertainty as a Moderator of Performance Effects

By Jody Hoffer Gittell. 2002

827 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/dfe6c78dfc7043f10763820a90ac0a80ba732774

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Citations in the corpus

Organizational resilience: a capability-based conceptualization (2019, background): “In this context, Gittell (2002) shows that the performance effects of coordination mechanisms (e.g., team meetings) are mediated by relational coordination, a relationship-intensive form of coordination.”
Untangling Safeguard and Production Coordination Effects in Long-Term Buyer-Supplier Relationships (2008, background): “First, through norms of information exchange, parties are able to process greater amounts of information and thus track the progress of each other’s initiatives and expectations (Gittell, 2002; Gulati & Singh, 1998; Van de Ven & Walker, 1984).”
Help-Seeking and Help-Giving as an Organizational Routine: Continual Engagement in Innovative Work (2015, background): “that they are the result of the predictability tied to routines (Becker, 2004; Gittell, 2002; Zollo et al., 2002).”
A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance (2014, background): “When multiple individuals use the same understanding of the organization’s ultimate goal to act more heedfully toward others who depend on them, processes that are a function of interdependent action are boosted (Cyert & March, 1963; Gittell, 2002).”
Coactive Vicarious Learning: Toward a Relational Theory of Vicarious Learning in Organizations (2017, background): “However, drawing on the extensive body of research by Gittell and her colleagues on relational coordination (Gittell, 2002; 2003; Gittell, Seidner, & Wimbush, 2010; Gittell, Weinberg, Pfefferle, & Bishop, 2008), I also propose that this relational capacity influences the transformation of…”
Revisiting Relational Coordination: A Systematic Review (2021, positive): “In health care, the impact of meetings on relational coordination was first studied in the context of interdisciplinary patient rounds, where the inclusiveness of these rounds was positively associated with relational coordination (Gittell, 2002b).”
Social capital configuration, legal bonds and performance in buyer–supplier relationships (2011, positive): “Further, Gittell (2000; 2002) suggested that the harmonization of interests through cognitive capital reduces the incentive for the buyer or supplier to act opportunistically, thereby reducing the transaction costs associated with safeguarding and monitoring.”
Relationships and Resilience (2008, methodology): “According to relational theories of coordination, effective coordination is more dependent on the relationships that exist among participants than has previously been recognized (Gittell, 2001, 2002).”
A Relational Model of How High-Performance Work Systems Work (2010, background): “We therefore test mediation in this study across multiple levels of analysis, consistent with previous studies of relational coordination (e.g., Gittell 2001, 2002b).”
Perspectives on the productivity dilemma (2009, background): “…their motivation; knowledge and skill situated throughout the organization; coordination grounded in how well underlying relationships are managed (Gittell, 2002); and technology which, approached through a continuous learning mindset, can appreciate in value over time rather than depreciating…”
Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead (2013, background): “Such relational coordination can inform HQCs and can ultimately enhance performance through transparent communication that is frequent, timely, accurate, and targets problem-solving in an overarching, mutually beneficial, and nonjudgmental manner (Gittell, 2002).”
Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption (2003, background): “Unlike in most manufacturing operations, coordination in health care tends to be worked out relationally and interpersonally—in action (Gittell, 2002).”
Why individuals in larger teams perform worse (2012, background): “This perspective is novel, as one predominant view within the organizational literature to date is that coordinated exchange between members is the fundamental mechanism that explains poor group performance in larger teams (Haleblian & Finkelstein, 1993; Hoffer-Gittell, 2002; Quinn & Dutton, 2005; S”