Organizing work to support relational co-ordination

Abstract

Service operations that are highly uncertain, interdependent and time constrained require a competency that I call relational co-ordination – co-ordination that is carried out by front-line workers with an awareness of their relationship to the overall work process and to other participants in that process. Relational co-ordination is characterized by frequent, timely, problem solving communication, and by helping, shared goals, shared knowledge and mutual respect. Previous work reports significant positive effects of relational co-ordination on performance in such settings. This paper addresses how organizations achieve, or fail to achieve, high levels of relational coordination. I find significant correlations between relational co-ordination and the use of cross-functional liaisons, IT, supervisors, cross-functional performance measurement, employee selection, conflict resolution and flexible work roles. I explore the implications for team effectiveness and organization design, and for the theory of organizational social capital.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 328 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.