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Revisiting the Theory of the Temporary Organization: A Tentative Adjustment
Timo Braun1, Jörg Sydow2
1Universität Kassel, Deutschland; 2Freie Universität Berlin, Deutschland
For more than three decades the notion of temporary organization in general, and the 4T framework in particular, has informed research on managing projects. In a similarly important way, it has helped to connect this field of scholarly inquiry more closely with management and organization studies. While the 4T framework with its four dimensions (time, task, team, and transition) has often been referred to, few have criticized or developed it further. In this paper we review the respective literature and propose to add the concept of project plasticity, which captures the ability of projects to change substantially and yet stay the same. But instead of adding it as a fifth dimension, we highlight the tension between stability and change, which – like the tension between organizational autonomy and contextual embeddedness – is not only extremely relevant as a means of coordinating temporary organizations, but also cuts across the four classic dimensions. We will illustrate our argument with the example of an interorganizational project from the construction industry.
From entrepreneurial support organization to orchestration through a meta-organization – a process study
Alexa Böckel, Steffen Farny
Leuphana Universität Lüneburg, Deutschland
In the 21st century, addressing complex socioenvironmental challenges has become imperative. This research delves into the deliberate efforts of ventures to tackle sustainability problems.
This study focuses on the dimension of impact scaling and proposes a novel approach by juxtaposing sustainable entrepreneurship, organizational scaling, and meta-organizations research. Meta-organizations, horizontal structures comprising member organizations, offer a unique perspective on collective action and resource utilization. Little is known about how ventures engaged in solving grand challenges form and operate within meta-organizations.
The central question guiding this research is: How does a venture engage in impact scaling through forming a meta-organization? To answer this question, we conducted an 18-month ethnographic process study using an engaged scholarship approach. Our deep immersion into the case of 'Full Circle' revealed a dynamic evolution. Initially perceived as an entrepreneurial support organization responding to stakeholder expectations, Full Circle shifted its focus over time. From offering educational courses and networking, it transitioned to building partnerships between circular startups and eventually formed a meta-organization with a non-governmental organization and a business association.
The study uncovers rich qualitative insights through participatory observations, interviews, and collaborative activities, shedding light on how ventures navigate the intricate process of forming and evolving within meta-organizations. The findings challenge conventional notions about organizational functioning and practices in the context of external impact alliances.
In essence, this research provides valuable insights into the orchestration of collective action through meta-organizations, offering a nuanced understanding of how ventures strategically evolve to address societal challenges through impact scaling.
