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Cited by 295

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Relational Bureaucracy: Structuring Reciprocal Relationships into Roles

Gittell, Jody Hoffer, Douglass, Anne·2012·Academy of Management Review
DOI 10.5465/amr.2010.0438
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Abstract

We describe a hybrid relational bureaucratic form with structures that embed three processes of reciprocal interrelating—relational coproduction, relational coordination, and relational leadership—into the roles of customers, workers, and managers. We show how these role-based relationships of shared goals, shared knowledge, and mutual respect foster participants' attentiveness to the situation and to one another, enabling the caring, timely, and knowledgeable responses found in the relational form, along with the scalability, replicability, and sustainability found in the bureaucratic form. Through these role-based relationships, relational bureaucracy promotes universalistic norms of caring for particular others.

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Metadata

Authors
Gittell, J. H., & Douglass, A.
Venue
Academy of Management Review
Publisher
Academy of Management
Published
2012-10
Volume
37
Issue
4
Pages
709-733
ISSN
  • 0363-7425 (ISSN-L)
  • 1930-3807
DOI
10.5465/amr.2010.0438
OpenAlex
W2148618995
Cited by
295
References
9
FWCI
33.39
Type
journal article
Language
en
Open access
closed

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CoChat. (2026). Citation check: Relational Bureaucracy: Structuring Reciprocal Relationships into Roles. https://app.cochat.ai/papers/10.5465/amr.2010.0438
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Gittell, J. H., & Douglass, A. (2012). Relational Bureaucracy: Structuring Reciprocal Relationships into Roles. Academy of Management Review. https://doi.org/10.5465/amr.2010.0438

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