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Cited by 129Management and Organizational StudiesManagement Theory and PracticeInformation Systems Theories and Implementation

The DOI matches its Crossref record; 98 of the 101 references it cites were found in a registry or an index.

Performing Modularity: Competing Rules, Performative Struggles and the Effect of Organizational Theories on the Organization

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D’Adderio, Luciana, Pollock, Neil·2014·Organization Studies
DOI 10.1177/0170840614538962
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Abstract

We address the effect of organizational theories on the organization by focusing on how modularity, a widespread and influential organizational theory, performs a modular organization. While scholars have offered opposing arguments for the influence of this theory—i.e. that it either succeeds or fails to “produce” modular organizations—we show just how and how far modularity is enacted and shapes the organization, and how it may be shaped in turn. Drawing on recent advances in performativity theory we thus contribute to modularity by showing how the modular organization emerges over time as the outcome of performative struggles among competing and complementary theories and how these struggles contribute to modifying the theory and “designing” organizations. We also add to performativity by theorizing the competition between multiple theories, the emergence of unexpected consequences or “errors”, and their implications for organizational practices and boundaries.

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Crossref · 10.1177/0170840614538962

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3 of the 101 references couldn’t be matched to a known paper.

Research works printed but not linked: 13

  1. Butler J., 1993, Bodies that matter
  2. Fleming L., 2001, Harvard Business Review, 79, 20
  3. 10.2307/259349 · DOI · Paper page
  4. LaPorte T. R., 1991, Journal of Public Administration Research and Theory, 1, 19
  5. MacKenzie D., 2007, Do economists make markets? On the performativity of economics
  6. March J., 1958, Organizations
  7. Orr J. E., 1990, Collective remembering: Memory in society
  8. 10.2307/258154 · DOI
  9. 10.2307/259016 · DOI
  10. Simon H., 1962, Proceedings of the American Philosophy Society, 106, 467
  11. Simon H., 1996, The sciences of the artificial
  12. Suchman L., 1987, Plans and situated action: The problem of human-machine interaction
  13. Womack J. P., 1996, Lean thinking

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Metadata

Authors
D’Adderio, L., & Pollock, N.
Affiliations
  • University of Strathclyde (GB)
  • University of Edinburgh (GB)
ORCID
Venue
Organization Studies
Publisher
SAGE Publications
Published
2014-08-19
Volume
35
Issue
12
Pages
1813-1843
ISSN
  • 0170-8406 (ISSN-L)
  • 1741-3044
DOI
10.1177/0170840614538962
OpenAlex
W2082893897
Cited by
129
References
101
Citations by year
2026: 4 · 2025: 3 · 2024: 12 · 2023: 3 · 2022: 6 · 2021: 15 · 2020: 12 · 2019: 13 · 2018: 10 · 2017: 12 · 2016: 32 · 2015: 5 · 2014: 1
FWCI
36.66
Type
journal article
Language
en
Open access
Licence
Locations
  • Organization Studies (publishedVersion)
  • Strathprints: The University of Strathclyde institutional repository (University of Strathclyde) (acceptedVersion)
  • Edinburgh Research Explorer (University of Edinburgh) (submittedVersion, other-oa)
  • SSRN Electronic Journal (submittedVersion)
Funders
Economic and Social Research Council (ES/E01948X/1)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management Theory and Practice
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Information Systems Theories and Implementation
Keywords
organizational modularity, performativity, performative theory, organizational design, organizational boundaries, unintended consequences, organizational practices

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