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Cited by 327

The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.

Organizing work to support relational co-ordination

Gittell, Jody Hoffer·2000·The International Journal of Human Resource Management
DOI 10.1080/095851900339747
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Abstract

Service operations that are highly uncertain, interdependent and time constrained require a competency that I call relational co-ordination – co-ordination that is carried out by front-line workers with an awareness of their relationship to the overall work process and to other participants in that process. Relational co-ordination is characterized by frequent, timely, problem solving communication, and by helping, shared goals, shared knowledge and mutual respect. Previous work reports significant positive effects of relational co-ordination on performance in such settings. This paper addresses how organizations achieve, or fail to achieve, high levels of relational coordination. I find significant correlations between relational co-ordination and the use of cross-functional liaisons, IT, supervisors, cross-functional performance measurement, employee selection, conflict resolution and flexible work roles. I explore the implications for team effectiveness and organization design, and for the theory of organizational social capital.

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Citations

Cites

Research works printed but not linked: 21

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Cited by

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Metadata

Authors
Gittell, J. H.
Venue
The International Journal of Human Resource Management
Publisher
Informa UK Limited
Published
2000-01
Volume
11
Issue
3
Pages
517-539
ISSN
  • 0958-5192 (ISSN-L)
  • 1466-4399
DOI
10.1080/095851900339747
OpenAlex
W2045813474
Cited by
327
References
3
FWCI
11.33
Type
journal article
Language
en
Open access
closed

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