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Cited by 372

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Rewiring: Cross-Business-Unit Collaborations in Multibusiness Organizations

Martin, Jeffrey A., Eisenhardt, Kathleen M.·2010·Academy of Management Journal
DOI 10.5465/amj.2010.49388795
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Abstract

Cross-business-unit collaboration is central to large firms' value creation, yet empirical support for the prevailing view that a corporate process best fosters such collaboration has been unconvincing. This study of six firms asks how executives create collaborations that perform at high levels. Our emergent theory unexpectedly emphasizes that a BU-centric process led by “multibusiness teams” of general managers leads to better collaborations than a corporate-centric process. We contribute to concepts in information processing, transaction cost economics, and social network theories. Our most fundamental insight extends complexity theory: we find that multibusiness organizations with strong performance operate as complex adaptive systems.

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Metadata

Authors
Martin, J. A., & Eisenhardt, K. M.
Venue
Academy of Management Journal
Publisher
Academy of Management
Published
2010-04
Volume
53
Issue
2
Pages
265-301
ISSN
  • 0001-4273 (ISSN-L)
  • 1948-0989
DOI
10.5465/amj.2010.49388795
OpenAlex
W1995184022
Cited by
372
References
13
FWCI
59.93
Type
journal article
Language
en
Open access
closed

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CoChat. (2026). Citation check: Rewiring: Cross-Business-Unit Collaborations in Multibusiness Organizations. https://app.cochat.ai/papers/10.5465/amj.2010.49388795
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Martin, J. A., & Eisenhardt, K. M. (2010). Rewiring: Cross-Business-Unit Collaborations in Multibusiness Organizations. Academy of Management Journal. https://doi.org/10.5465/amj.2010.49388795

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