Connections: new ways of working in the networked organization
Connections: new ways of working in the networked organization
Identifying and analyzing multiple threads in computer-mediated and face-to-face conversations
CSCW '96 Proceedings of the 1996 ACM conference on Computer supported cooperative work
Designing Complex Organizations
Designing Complex Organizations
Distributed Work
Organizational Routines as a Source of Continuous Change
Organization Science
Market, Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism
Organization Science
Knowledge and Organization: A Social-Practice Perspective
Organization Science
Organization Science
Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams
Organization Science
Gurus, Hired Guns, and Warm Bodies: Itinerant Experts in a Knowledge Economy
Gurus, Hired Guns, and Warm Bodies: Itinerant Experts in a Knowledge Economy
Working Identity: Unconventional Strategies for Reinventing Your Career
Working Identity: Unconventional Strategies for Reinventing Your Career
The Promise of Research on Open Source Software
Management Science
Gaffers, Gofers, and Grips: Role-Based Coordination in Temporary Organizations
Organization Science
Brokerage, Boundary Spanning, and Leadership in Open Innovation Communities
Organization Science
The Core and Cosmopolitans: A Relational View of Innovation in User Communities
Organization Science
Journal of Engineering and Technology Management
| Hi-index | 0.00 |
Project forms of organizing are theorized to rely upon horizontal as opposed to vertical lines of authority, but few have examined how this shift affects progression---how people advance in an organization. We argue that progression without hierarchy unfolds when people assume lateral authority over project tasks without managing people. With a longitudinal study of a mature, collectively managed open source software project, we predict the individual behaviors that enable progression to lateral authority roles at two different stages. Although technical contributions are initially important, coordination work is more critical at a subsequent stage. We then explore how lateral authority roles affect subsequent behavior---after gaining authority, individuals spend significantly more time coordinating project work. Our research shows how people progress to the center as opposed to up a hierarchy, and how progression differs by stage and specifies the theoretical relationship between lateral authority roles and the coordination of project work.