Coordination practices in extreme situations
(2012) European Management Journal — Vol. 30, n° 6, p. 475-489 (2012)
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- This article addresses coordination practices in extreme situations. Whereas past literature has heavily focused on a structural and contingent approach of the phenomena, we argue that a practice-based approach of coordination fruitfully enhances our understanding. We draw on an abductive approach and perform a systematic comparative analysis of four case studies: the crew of a sailing boat engaged in a race, military air and ground forces in theater, medical staff in a neonatology unit and a polar expedition confronted with polar bears. We outline highly heterogeneous coordination practices along four dimensions (formalization, verticality, openness, and specificity). Our results lead to invalidate both a configurational and a contingent perspective on coordination. We show that despite high heterogeneity, these four attributes represent a useful framework for managers to leverage coordination practices produced in situ. © 2012 Elsevier Ltd.
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Bouty, I., Godé, C., Drucker-Godard, C., Lièvre, P., Nizet, J., & Pichault, F. (2012). Coordination practices in extreme situations. European Management Journal, 30(6), 475-489. https://doi.org/10.1016/j.emj.2012.03.015 (Original work published 2012)