The Underexplored Role of Managing Interdependencies Fit in Organization Design and Performance

  • Keren Caspin-Wagner Duke University
  • Arie Y. Lewin Duke University
  • Silvia Massini University of Manchester
  • Carine Peeters Université libre de Bruxelles
Keywords: Interdependencies fit, modularization, architecture of complexity

Abstract

We argue that research on interdependencies fit is an underexplored variable in strategy and organization research and is the missing variable that differentiates the performance of “built to last” organizations from the rest. Interdependencies fit relates to how well activities and processes within the organization or between the organization and its environment mutually reinforce one another. We suggest that the major reason underlying variation in firm performance may be rooted in differences of whether and how firms manage interdependencies within and across an organization’s strategic activities. Progress on researching interdependencies fit could be realized by focusing on strategically important activities, and the research challenge is to identify the unobservable processes and routines that underlie interdependencies fit.

Author Biographies

Keren Caspin-Wagner, Duke University
The Fuqua School of Business
Arie Y. Lewin, Duke University
The Fuqua School of Business
Published
2013-04-18
How to Cite
Caspin-Wagner, K., Lewin, A., Massini, S., & Peeters, C. (2013). The Underexplored Role of Managing Interdependencies Fit in Organization Design and Performance. Journal of Organization Design, 2(1), 34-41. https://doi.org/10.7146/jod.7998
Section
Point of View Article