000			01747nam a2200169 4500
999			_c508049 _d508049
008			190306b ||||| |||| 00| 0 eng d
100			_aBechky, Beth A. _93055
245			_aLatitude or latent control?: _bhow occupational embeddedness and control shape emergent coordination
260			_c2018
300			_ap.607-636.
520			_aWe examine how different occupational communities that are embedded in organizations exercise control processes to achieve emergent coordination as they create complex products together. We compare two types of organizations, equipment manufacturing and film production, and find that although occupational control was important for emergent coordination in both settings, this relationship varied according to two aspects of occupational embeddedness: organizational acknowledgment of occupational control and occupational interdependence. In the equipment manufacturing setting, occupational control was latent: the communities visibly conformed to organizational control processes while exercising occupational control behind the scenes to coordinate emergently. In the film setting, the organization granted the occupational community significant latitude over its tasks, which enabled members to coordinate emergently to solve problems the majority of the time. We propose that these two aspects of occupational embeddedness must be analyzed together with occupational control processes to explain how integration unfolds in knowledge-based settings in ways that organizational control processes are ill-equipped to manage. - Reproduced.
650			_aWork culture _93056
700			_aChung, Daisy E. _93057
773			_aAdministrative Science Quarterly
906			_aOrganisations
942			_2ddc _cAR