000			02007nam a22001577a 4500
999			_c513364 _d513364
008			200212b ||||| |||| 00| 0 eng d
100			_aWiedner, Rene _916097
245			_aCutting the cord: Mutual respect, organizational autonomy, and independence in organizational separation processes
260			_bAdministrative Science Quarterly
300			_a64(3), Sep, 2019: p.659-693.
520			_aBased on a longitudinal, qualitative analysis of developments in the English National Health Service, we develop a process model of how organizations divest or spin off units with the aim of establishing two or more autonomous organizational entities while simultaneously managing their continued interdependencies. We find that effective organizational separation depends on generating two types of respect—appraisal and recognition respect—between the divesting and divested units. Appraisal respect involves showing appreciation for competence or the effort to achieve it, while recognition respect requires considering what someone cares about—such as values or concerns—and acknowledging that they matter. The process model we develop shows that open communication is crucial to the development of both. We also find that certain attempts to gain organizational independence and respect may unintentionally undermine the development of autonomy. Counterintuitively, we find that increasing or maintaining interorganizational links via communication may facilitate organizational separation, while attempts by units to distance themselves from one another may unintentionally inhibit it. By linking organizational separation, autonomy, independence, and respect, this paper develops theory on organizational separation processes and more generally enhances our understanding of organizational autonomy and its relations with mutual respect. - Reproduced.
700			_aMantere, Saku _916098
773			_aAdministrative Science Quarterly
906			_aInter organisational relations
942			_cAR