Designing Complex Organizations
Designing Complex Organizations
Organizational Routines as a Source of Continuous Change
Organization Science
A Model of Organizational Integration, Implementation Effort, and Performance
Organization Science
Designing Work Within and Between Organizations
Organization Science
As the Twig Is Bent: How Group Values Shape Emergent Task Interdependence in Groups
Organization Science
Making Design Rules: A Multidomain Perspective
Organization Science
Organization Design and Effectiveness over the Innovation Life Cycle
Organization Science
Leveraging Knowledge Across Geographic Boundaries
Organization Science
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This investigation extends previous research on cross-functional integration. Building on earlier theoretical development, a graduated sequence of modes of integration is tested in relation to interunit task interdependence in a global logistics support organization. This research addresses the question of what effects are associated with perceptual error in the assessment of interunit task interdependence. The results demonstrate that as the deviation between perceived and latent interdependence increases, the deviation between optimal and observed integration modes increases. These deviations are found to occur in over 30% of the cases. In addition, this research addresses the question of what effects are associated with the suboptimal implementation of modes of integration. The results demonstrate that as the deviation between optimal and observed integration modes increases, coordination performance decreases. The implications for theory and practice of improved coordination performance and information processing theory are discussed.