Siinviidatud vabalevis olev tekst leidis oma koha peamiselt põhjusel, et püüab pakkuda vahendit koostööorganisatsiooni disainiks. Mõistagi oleks üllatav, kui mõni organisatsioonitasandi raamistik töötaks kõikides organisatsioonides ühtmoodi, kuid autorid seda ei väidagi ning pakuvad nii mõtlejatele kui organisatsiooni disaineritele vahendi, mida enda käe järgi kujundada. Igal juhul tasub teksti lugeda ja mõelda-kaaluda. Ideede ja teooriast pakatavate mõttekäikude tulevärk on nauditav lugeda.

Kontekstiks:

How do you design an organization for widespread collaboration? To answer that question, we took a fresh perspective to inquiry, reasoning that before we could understand the organizational elements that support collaboration, we first needed to know how collaboration manifests in the contemporary knowledge-based firm.

Töö muutuv iseloom püstitab uued väljakutsed:

The complex and shifting nature of work means that people from different functions with diverse skills need to connect in ever-changing configurations to generate quality, efficiency, and innovation (Amelkin et al., 2018; Edmondson, 2018; Fjeldstad et al., 2012; Mortensen & Haas, 2018).

Autorid lubavad muuhulgas:

First, through the fresh eyes of our dual lens, we offer an alternative framework of the collaborative workplace based on how three foundational factors shape work, relationships, and behaviors to promote collaboration widely.

Koostöö levinud definitsioon:

Bedwell et al.’s (2012) systematic review of the literature defined collaboration as “an evolving process whereby two or more social entities actively and reciprocally engage in joint activities aimed at achieving at least one shared goal” (p. 130).

Vihje teoreetilisele käsitlusele:

A foundational principle underpinning the zoomed-out approaches is that collaborative success requires a holistically supportive organizational context (Adler & Heckscher, 2018; Agranoff, 2012; Fjeldstad et al., 2012; Kezar, 2006; Kislov et al., 2017). It is well established that organizations must be fit to respond to environmental complexity (Burns and Stalker, 1961; Lawrence & Lorsch, 1967) and that highly complex environments require greater interactivity and responsiveness than traditional contexts can afford (Heckscher & Adler, 2006; Fjeldstad et al., 2012; Snow, 2015).

Juhtumiuuringul on küll piirid, kuid …

Yet case studies can generate insights with an analytical generalizability to enrich our understanding of the phenomena in question (Creswell, 2009; Eisenhardt & Graebner, 2007; Yin 2014, 2018).

Lugemishuvi suurendamiseks:

For the organizational designer, we offer a framework for building collaborative capacity at the organizational level. […] Our framework identifies three core factors for organizational leaders (as designers) to attend to: collaborative work, collaborative relationships, and collaborative behaviors.

Barker Scott, B. A., & Manning, M. R. (2022). Designing the Collaborative Organization: A Framework for how Collaborative Work, Relationships, and Behaviors Generate Collaborative Capacity. The Journal of Applied Behavioral Science. https://doi.org/10.1177/00218863221106245