Structuration processes in an interagency collaboration: enabling and constraining participation and efficiency
Participants in interorganizational collaborations must manage tensions between the competing goals of efficiently accomplishing their objectives and creating participatory decision-making. For this study, structuration theory provided a lens for examining how collaboration members communicatively created initial structures and then used their agency to modify those structures. Findings from observations and interviews examined how the initial and modified communication structures both enabled and constrained group members. As members produced and reproduced the system, they modified the balance of participation and efficiency. These findings emphasize the need for members of collaborations to carefully manage their communication to maintain the desired balance of participation and efficiency.
decision-making, interorganizational collaboration, Structuration theory
Kramer, Michael W., Carrisa S. Hoelscher, Christopher Nguyen, Eric Anthony Day, and Olivia D. Cooper. "Structuration processes in an interagency collaboration: enabling and constraining participation and efficiency." Journal of Applied Communication Research 45, no. 4 (2017): 429-444.
Journal of Applied Communication Research