Pooled, Sequential & Reciprocal Interdependence - Revision history

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Abstract

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	==Abstract==		==Abstract==

	A project consists of systematic essential features in all levels that interacts with each other. The way and quality of interactions shape the level of complexity. Although this complexity cannot be fully controlled, project teams can be designed and adapted to coordinate the origins that arise as a consequence of complexity. <ref name="APPM">Project Management Institute, Inc., The standard for project management A Guide To the Project Management Body of Knowledge (pmbok® Guide) – Seventh Edition and the Standard for Project Management (english), Project Management Institute, Inc., 2021</ref> Large scale projects encompassing various cross functional business units or teams have been characterized through their structural complexity. These complexities occur due to uncertainties which often is a direct consequence of vacillating resources (e.g., insufficient information flow) streaming throughout the project team.<ref name="MAIN">"[https://www-webofscience-com.proxy.findit.cvt.dk/wos/woscc/full-record/WOS:000466771700002?SID=C6eFZCHmPfpPMCWPFkJ F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019]</ref> These resources vary from team to team and can be crucial for the success of the overall performance. These interlinkages of workflow between groups were conceptualized by '''Thompson (1967)''' <ref name='B'> "[https://www-jstor-org.proxy.findit.cvt.dk/stable/10.1086/210223?seq=1#metadata_info_tab_contents B. Victor and R. S. Blackburn, "Interdependence: An Alternative Conceptualization," The Academy of Management Review, vol. 12, no. 3, pp. 486-498, 1987]</ref> naming them “''interdependencies''”. The term can be defined as the extent to which groups, business units or teams are interdependent with one another and are essentially dependent upon the action of others for their success. Interdependencies were categorized according to the severity of their dependence to one another. An additional area of interest for scholars has been external interdependencies.(e.g., buyer-supplier relationships) These relationships indicate specific firm level dependencies where being dependent on another is seen as an integral part and as “boundary spanners” for successful cooperation between companies. <ref name=''C'>"~~[https://www-webofscience-com.proxy.findit.cvt.dk/wos/woscc/full-record/WOS:A1986AYJ8300002?SID=C1aYmQfJvpKHrgrIhOD~~ R. H. Chenhall and D. Morris, "THE IMPACT OF STRUCTURE, ENVIRONMENT, AND INTERDEPENDENCE ON THE PERCEIVED USEFULNESS OF MANAGEMENT ACCOUNTING SYSTEMS," Accounting Review, vol. 61, no. 1, pp. 16-135, 1986]</ref>		A project consists of systematic essential features in all levels that interacts with each other. The way and quality of interactions shape the level of complexity. Although this complexity cannot be fully controlled, project teams can be designed and adapted to coordinate the origins that arise as a consequence of complexity. <ref name="APPM">Project Management Institute, Inc., The standard for project management A Guide To the Project Management Body of Knowledge (pmbok® Guide) – Seventh Edition and the Standard for Project Management (english), Project Management Institute, Inc., 2021</ref> Large scale projects encompassing various cross functional business units or teams have been characterized through their structural complexity. These complexities occur due to uncertainties which often is a direct consequence of vacillating resources (e.g., insufficient information flow) streaming throughout the project team.<ref name="MAIN">"[https://www-webofscience-com.proxy.findit.cvt.dk/wos/woscc/full-record/WOS:000466771700002?SID=C6eFZCHmPfpPMCWPFkJ F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019]</ref> These resources vary from team to team and can be crucial for the success of the overall performance. These interlinkages of workflow between groups were conceptualized by '''Thompson (1967)''' <ref name='B'> "[https://www-jstor-org.proxy.findit.cvt.dk/stable/10.1086/210223?seq=1#metadata_info_tab_contents B. Victor and R. S. Blackburn, "Interdependence: An Alternative Conceptualization," The Academy of Management Review, vol. 12, no. 3, pp. 486-498, 1987]</ref> naming them “''interdependencies''”. The term can be defined as the extent to which groups, business units or teams are interdependent with one another and are essentially dependent upon the action of others for their success. Interdependencies were categorized according to the severity of their dependence to one another. An additional area of interest for scholars has been external interdependencies.(e.g., buyer-supplier relationships) These relationships indicate specific firm level dependencies where being dependent on another is seen as an integral part and as “boundary spanners” for successful cooperation between companies. <ref name=''C'>" R. H. Chenhall and D. Morris, "THE IMPACT OF STRUCTURE, ENVIRONMENT, AND INTERDEPENDENCE ON THE PERCEIVED USEFULNESS OF MANAGEMENT ACCOUNTING SYSTEMS," Accounting Review, vol. 61, no. 1, pp. 16-135, 1986</ref>

	However, this article aims to illustrate dependencies from an '''inter-organisational point of view''', in which contrasting historic concepts of interdependencies will be reviewed. Furthermore, it is aimed to highlight the groundwork of the notion constructed by ''Thompson (1967)''<ref name='Thompson'>J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967.</ref> in introducing the following concepts: pooled, sequential, and reciprocal interdependence. In addition, the article will outline the need of differing coordination methods for varying interdependency types based on the intensity levels to reduce the uncertainties which arises through complex workflow patterns. Last but not least, the final chapter of the article will emphasize the respective limitations of the construct and provide the reader with alternative concepts which were proposed in opposition to Thomspon’s work.		However, this article aims to illustrate dependencies from an '''inter-organisational point of view''', in which contrasting historic concepts of interdependencies will be reviewed. Furthermore, it is aimed to highlight the groundwork of the notion constructed by ''Thompson (1967)''<ref name='Thompson'>J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967.</ref> in introducing the following concepts: pooled, sequential, and reciprocal interdependence. In addition, the article will outline the need of differing coordination methods for varying interdependency types based on the intensity levels to reduce the uncertainties which arises through complex workflow patterns. Last but not least, the final chapter of the article will emphasize the respective limitations of the construct and provide the reader with alternative concepts which were proposed in opposition to Thomspon’s work.

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2022-03-20T09:44:47Z

Annotated Bibliography

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	J.D Thompson’s book has continually been studied as a turning point in the progress of “organization theory”. It has been studied by many researchers as a solid data base and evolved into a “classic” within the organizational theory field. Many scholars tried to interpret, extend or even contraticted with Thompson’s arguments. Besides the above mentioned interdependence theories, it encompases an additional sociolagical point of view on many organisation related topics. It can give the reader further insights on J.D.Thompson’s theories.		J.D Thompson’s book has continually been studied as a turning point in the progress of “organization theory”. It has been studied by many researchers as a solid data base and evolved into a “classic” within the organizational theory field. Many scholars tried to interpret, extend or even contraticted with Thompson’s arguments. Besides the above mentioned interdependence theories, it encompases an additional sociolagical point of view on many organisation related topics. It can give the reader further insights on J.D.Thompson’s theories.


	*'''J. Frost, K. Bagban and R. Vogel, "Managing Interdependence in Multi-business Organizations : A Case Study of Management Control Systems," Schmalenbach Business Review, vol. 17, no. 2, pp. 225-260, 2016'''		*'''J. Frost, K. Bagban and R. Vogel, "Managing Interdependence in Multi-business Organizations : A Case Study of Management Control Systems," Schmalenbach Business Review, vol. 17, no. 2, pp. 225-260, 2016'''

	The paper highlights the importance of directing interdependences in multi business corporations. The book walks the reader through a case study where varying coordination methods for different scenarios are examined. A very comprehensive literature review about the background of interdependences is provided within the first chapter of the book. After the analysis of the case study, certain control mechanisms are identified and assigned to “transactional” and “cooperative” forms of interdependences.		The paper highlights the importance of directing interdependences in multi business corporations. The book walks the reader through a case study where varying coordination methods for different scenarios are examined. A very comprehensive literature review about the background of interdependences is provided within the first chapter of the book. After the analysis of the case study, certain control mechanisms are identified and assigned to “transactional” and “cooperative” forms of interdependences.


	*'''B. Victor and R. S. Blackburn, "Interdependence: An Alternative Conceptualization," The Academy of Management Review, vol. 12, no. 3, pp. 486-498, 1987'''		*'''B. Victor and R. S. Blackburn, "Interdependence: An Alternative Conceptualization," The Academy of Management Review, vol. 12, no. 3, pp. 486-498, 1987'''

Tazgun: /* Annotated Bibliography */

2022-03-20T09:44:32Z

Annotated Bibliography

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	This paper focuses on IT compelled operational flexibility on the basis of complex resource interdependencies. It gives the reader a solid introduction to resource interdependencies and their respective management control mechanisms concentrated on IT applications. The paper backs up its statements with a real-world case study conducted in an organization located in China. Strategies to manage these complexities are assessed with the help of internal intelligence generated by the conducted interviews. Hence, it outlines the effects of IT driven coordination mechanisms on the complexity of different types of interdependencies.		This paper focuses on IT compelled operational flexibility on the basis of complex resource interdependencies. It gives the reader a solid introduction to resource interdependencies and their respective management control mechanisms concentrated on IT applications. The paper backs up its statements with a real-world case study conducted in an organization located in China. Strategies to manage these complexities are assessed with the help of internal intelligence generated by the conducted interviews. Hence, it outlines the effects of IT driven coordination mechanisms on the complexity of different types of interdependencies.


	*'''J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967''''''		*'''J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967''''''

Tazgun: /* Annotated Bibliography */

2022-03-20T09:42:36Z

Annotated Bibliography

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	'''*J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967''''''		*'''J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967''''''

	J.D Thompson’s book has continually been studied as a turning point in the progress of “organization theory”. It has been studied by many researchers as a solid data base and evolved into a “classic” within the organizational theory field. Many scholars tried to interpret, extend or even contraticted with Thompson’s arguments. Besides the above mentioned interdependence theories, it encompases an additional sociolagical point of view on many organisation related topics. It can give the reader further insights on J.D.Thompson’s theories.		J.D Thompson’s book has continually been studied as a turning point in the progress of “organization theory”. It has been studied by many researchers as a solid data base and evolved into a “classic” within the organizational theory field. Many scholars tried to interpret, extend or even contraticted with Thompson’s arguments. Besides the above mentioned interdependence theories, it encompases an additional sociolagical point of view on many organisation related topics. It can give the reader further insights on J.D.Thompson’s theories.


	'''*J. Frost, K. Bagban and R. Vogel, "Managing Interdependence in Multi-business Organizations : A Case Study of Management Control Systems," Schmalenbach Business Review, vol. 17, no. 2, pp. 225-260, 2016'''		*'''J. Frost, K. Bagban and R. Vogel, "Managing Interdependence in Multi-business Organizations : A Case Study of Management Control Systems," Schmalenbach Business Review, vol. 17, no. 2, pp. 225-260, 2016'''

	The paper highlights the importance of directing interdependences in multi business corporations. The book walks the reader through a case study where varying coordination methods for different scenarios are examined. A very comprehensive literature review about the background of interdependences is provided within the first chapter of the book. After the analysis of the case study, certain control mechanisms are identified and assigned to “transactional” and “cooperative” forms of interdependences.		The paper highlights the importance of directing interdependences in multi business corporations. The book walks the reader through a case study where varying coordination methods for different scenarios are examined. A very comprehensive literature review about the background of interdependences is provided within the first chapter of the book. After the analysis of the case study, certain control mechanisms are identified and assigned to “transactional” and “cooperative” forms of interdependences.


	'''*B. Victor and R. S. Blackburn, "Interdependence: An Alternative Conceptualization," The Academy of Management Review, vol. 12, no. 3, pp. 486-498, 1987'''		*'''B. Victor and R. S. Blackburn, "Interdependence: An Alternative Conceptualization," The Academy of Management Review, vol. 12, no. 3, pp. 486-498, 1987'''

	This paper investigates the theory of J.D. Thompson from a critical point of view and proposes a new conception. It critically reviews the current interdependence theory with highlighting its respective limitations.		This paper investigates the theory of J.D. Thompson from a critical point of view and proposes a new conception. It critically reviews the current interdependence theory with highlighting its respective limitations.

Tazgun: /* Annotated Bibliography */

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Annotated Bibliography

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	==Annotated Bibliography==		==Annotated Bibliography==

	'''*F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019'''		*'''F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019'''

	This paper focuses on IT compelled operational flexibility on the basis of complex resource interdependencies. It gives the reader a solid introduction to resource interdependencies and their respective management control mechanisms concentrated on IT applications. The paper backs up its statements with a real-world case study conducted in an organization located in China. Strategies to manage these complexities are assessed with the help of internal intelligence generated by the conducted interviews. Hence, it outlines the effects of IT driven coordination mechanisms on the complexity of different types of interdependencies.		This paper focuses on IT compelled operational flexibility on the basis of complex resource interdependencies. It gives the reader a solid introduction to resource interdependencies and their respective management control mechanisms concentrated on IT applications. The paper backs up its statements with a real-world case study conducted in an organization located in China. Strategies to manage these complexities are assessed with the help of internal intelligence generated by the conducted interviews. Hence, it outlines the effects of IT driven coordination mechanisms on the complexity of different types of interdependencies.

Tazgun: /* Annotated Bibliography */

2022-03-20T09:15:40Z

Annotated Bibliography

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	'''*J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967''''''		'''*J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967''''''

	J.D Thompson’s book has continually been studied as a turning point in the progress of “organization theory”. It has been studied by many researchers as a solid data base and evolved into a “classic” within the organizational theory field. Many scholars tried to interpret, extend or even ~~contraticdted~~ with Thompson’s arguments. Besides the above mentioned ~~interdpendence~~ theories, it encompases ~~a further~~ sociolagical point of view on many organisation related topics. It can give the reader further insights on J.D.Thompson’s theories.		J.D Thompson’s book has continually been studied as a turning point in the progress of “organization theory”. It has been studied by many researchers as a solid data base and evolved into a “classic” within the organizational theory field. Many scholars tried to interpret, extend or even contraticted with Thompson’s arguments. Besides the above mentioned interdependence theories, it encompases an additional sociolagical point of view on many organisation related topics. It can give the reader further insights on J.D.Thompson’s theories.

Tazgun: /* Planning and Scheduling */

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Planning and Scheduling

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	===Planning and Scheduling===		===Planning and Scheduling===

	Planning and scheduling are the suitable kind of coordination method for sequential structured interdependences. Plans for projects could inherit many divisional subplans and are an overreaching composed document.<ref name="APPM">Project Management Institute, Inc., The standard for project management A Guide To the Project Management Body of Knowledge (pmbok® Guide) – Seventh Edition and the Standard for Project Management (english), Project Management Institute, Inc., 2021</ref> It can serve as a guideline for processes distinguished with fixed set of rules including deliverables and expectations. However, plans with high quality takes deviations throughout the timeline into consideration with integrating adaptation mechanisms to reach operational agility. Planning is also considered as one of the core project performance domains and is included into the body of knowledge as main standards for project managers.		Planning and scheduling are the suitable kind of coordination method for sequential structured interdependences. Plans for projects could inherit many divisional subplans and are an overreaching composed document.<ref name="APPM">Project Management Institute, Inc., The standard for project management A Guide To the Project Management Body of Knowledge (pmbok® Guide) – Seventh Edition and the Standard for Project Management (english), Project Management Institute, Inc., 2021</ref> It can serve as a guideline for processes distinguished with fixed set of rules including deliverables and expectations. However, plans with high quality, takes deviations throughout the timeline into consideration with integrating adaptation mechanisms to reach operational agility. Planning is also considered as one of the core project performance domains and is included into the body of knowledge as main standards for project managers.

	===Mutual Adjustments===		===Mutual Adjustments===

Tazgun: /* Reciprocal Interdependence */

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Reciprocal Interdependence

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	[[File:Reciprocal_Interdependence.png\|thumb\|500x500px\|right\|Figure 3: Reciprocal Interdependence, (own creation, inspired by <ref name="MAIN"> F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019]</ref>) FO & BO symbolizes different units functioning in front-end (FO) and back-end operations (BO)]]		[[File:Reciprocal_Interdependence.png\|thumb\|500x500px\|right\|Figure 3: Reciprocal Interdependence, (own creation, inspired by <ref name="MAIN"> F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019]</ref>) FO & BO symbolizes different units functioning in front-end (FO) and back-end operations (BO)]]
	Reciprocal interdependence encapsulates sequential interdependences and is the most complex as well as the most intense interdependency type out of the three proposed by J.D. Thompson. It arises from activities and tasks flowing cyclical and in both directions throughout the value chain. Resources are mutually exchanged, and tasks are completed simultaneously, each team member working for a common objective. A unit’s output might become an input of the consecutive member and vice versa.<ref name='F'>J. Frost, K. Bagban and R. Vogel, "Managing Interdependence in Multi-business Organizations : A Case Study of Management Control Systems," Schmalenbach Business Review, vol. 17, no. 2, pp. 225-260, 2016</ref> The lowest physical dispersal and the greatest level of collaboration is typically seen within a reciprocal interdependence. A good example of a reciprocal interdependent unit is a hospital team. A patient who was just delivered to an emergency room creates typically an extensive pressure on the team. The need of mutual interaction and collaboration suddenly increases, and the patient is sent to different test stations to find the root cause of the problem. Each station runs their tests parallelly working towards the same objective which is to save the patient. The importance of the coordination here lays in the mutual adjustment and comprehensive interaction between the team members. Another important coordination mechanism is to have respective specialists as well as experts which are capable of reducing the uncertainty of the situation. It is proposed to have certain “all-rounders” within the team that serve as a bridge function to sustain the interaction between distinctive experts. This is often neglected in teams where respective expert intel is not transferred correctly to the next person who might not have the same understanding of the topic. Since the costs of coordination would be very high for serving a broad sector, these teams usually prefer to operate on a narrow focus. ''J.D.Thompson'' has categorized this technology type as an “intensive” technology where there is no room for standardization and negotiation.<ref name='Thompson'>J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967.</ref> The essential objective of coordinating reciprocal interdependences is improving certain competencies. The role of IT has here is to ease the bidirectional exchange of resources and assist the mutual adaptation procedures.		Reciprocal interdependence encapsulates sequential interdependences and is the most complex as well as the most intense interdependency type out of the three proposed by ''J.D. Thompson''. It arises from activities and tasks flowing cyclical and in both directions throughout the value chain. Resources are mutually exchanged, and tasks are completed simultaneously, each team member working for a common objective. A unit’s output might become an input of the consecutive member and vice versa.<ref name='F'>J. Frost, K. Bagban and R. Vogel, "Managing Interdependence in Multi-business Organizations : A Case Study of Management Control Systems," Schmalenbach Business Review, vol. 17, no. 2, pp. 225-260, 2016</ref> The lowest physical dispersal and the greatest level of collaboration is typically seen within a reciprocal interdependence. A good example of a reciprocal interdependent unit is a hospital team. A patient who was just delivered to an emergency room creates typically an extensive pressure on the team. The need of mutual interaction and collaboration suddenly increases, and the patient is sent to different test stations to find the root cause of the problem. Each station runs their tests parallelly working towards the same objective which is to save the patient. The importance of the coordination here lays in the mutual adjustment and comprehensive interaction between the team members. Another important coordination mechanism is to have respective specialists as well as experts which are capable of reducing the uncertainty of the situation. It is proposed to have certain “all-rounders” within the team that serve as a bridge function to sustain the interaction between distinctive experts. This is often neglected in teams where respective expert intel is not transferred correctly to the next person who might not have the same understanding of the topic. Since the costs of coordination would be very high for serving a broad sector, these teams usually prefer to operate on a narrow focus. ''J.D.Thompson'' has categorized this technology type as an “intensive” technology where there is no room for standardization and negotiation.<ref name='Thompson'>J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967.</ref> The essential objective of coordinating reciprocal interdependences is improving certain competencies. The role of IT has here is to ease the bidirectional exchange of resources and assist the mutual adaptation procedures.

	===Further Perspectives===		===Further Perspectives===

Tazgun: /* Sequential Interdependence */

2022-03-20T08:50:13Z

Sequential Interdependence

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	[[File:Sequential_Interdependence.png\|thumb\|500x500px\|right\|Figure 2: Sequential Interdependence, (own creation, inspired by <ref name="MAIN"> F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019]</ref>) FO & BO symbolizes different units functioning in front-end (FO) and back-end operations (BO)]]		[[File:Sequential_Interdependence.png\|thumb\|500x500px\|right\|Figure 2: Sequential Interdependence, (own creation, inspired by <ref name="MAIN"> F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019]</ref>) FO & BO symbolizes different units functioning in front-end (FO) and back-end operations (BO)]]

	A sequential interdependence engages with workflows moving and operating between team members or units within a single direction. The sequence can be seen as a chain framework that helps the extension of the value stream. Thompson has associated the organizational features of the sequential interdependence type with a long-linked technology. The intensity level of a sequential interdependency is definitely larger than a pooled coupling. The units who are located in the downstream side of the chain are very much reliant on the success and completion of the task of the first members of the unit. The task distribution begins with an input workflow and is transferred to the next recipient. Hence the receiver unit or team member is highly dependent on the completion of the previous work. Due to the sequential construct, the input resource of the downstream member is provided by the upstream member or unit. However, the direction of the resource is never in the opposite direction. This leads to adding resources task by task throughout the value chain. The critical point which requires further attention for the coordination of a sequential interdependence is the transfer of a share of task or resource to the consecutive member down in the value chain. The effectiveness and smooth functioning of handing the task or resource to the next unit can be key in the overall success. A respective example for a sequential team interdependence can be a rugby or track team where each athlete has to run his or her part in the field and hand off the baton to the next member on the sequence before the consecutive member can start their part. Another interesting example is a manufacturing hall where certain outsourced materials must be first purchased by the procurement team and ~~hand it~~ over to the first station in the assembly line. After the first station is reached in the assembly station it is most probably sent to the next section where the product is tested.<ref name="MAIN">F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019</ref> To sustain the effectivity of an assembly line workflow or a sequentially structured unit some of the following coordination mechanisms are utilized in order to reduce the uncertainty. Standardization might be used to automate certain uncritical activities throughout the chain, however according to ''J.D.Thompson'' planning the workflow beforehand and scheduling a timetable should be used as a coordination method. Adding additional slack resources in the inventory for the case of an absence or failure is counted as one of the measures to cope with the uncertainty. Thompson took external firm-level interdependencies also into account in which he suggests “vertical integration” within the supply chain as a coping mechanism for buyer-supplier dependencies.<ref name='Thompson'>J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967.</ref> Integrating IT systems for scheduling and assisting the progress one-sided structure is seen as a critical point by bringing capabilities and competencies together for reaching functional agility.<ref name="MAIN">F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019</ref>		A sequential interdependence engages with workflows moving and operating between team members or units within a single direction. The sequence can be seen as a chain framework that helps the extension of the value stream. Thompson has associated the organizational features of the sequential interdependence type with a long-linked technology. The intensity level of a sequential interdependency is definitely larger than a pooled coupling. The units who are located in the downstream side of the chain are very much reliant on the success and completion of the task of the first members of the unit. The task distribution begins with an input workflow and is transferred to the next recipient. Hence the receiver unit or team member is highly dependent on the completion of the previous work. Due to the sequential construct, the input resource of the downstream member is provided by the upstream member or unit. However, the direction of the resource is never in the opposite direction. This leads to adding resources task by task throughout the value chain. The critical point which requires further attention for the coordination of a sequential interdependence is the transfer of a share of task or resource to the consecutive member down in the value chain. The effectiveness and smooth functioning of handing the task or resource to the next unit can be key in the overall success.

			A respective example for a sequential team interdependence can be a rugby or track team where each athlete has to run his or her part in the field and hand off the baton to the next member on the sequence before the consecutive member can start their part. Another interesting example is a manufacturing hall where certain outsourced materials must be first purchased by the procurement team and transfered over to the first station in the assembly line. After the first station is reached in the assembly station it is most probably sent to the next section where the product is tested.<ref name="MAIN">F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019</ref> To sustain the effectivity of an assembly line workflow or a sequentially structured unit some of the following coordination mechanisms are utilized in order to reduce the uncertainty. Standardization might be used to automate certain uncritical activities throughout the chain, however according to ''J.D.Thompson'' planning the workflow beforehand and scheduling a timetable should be used as a coordination method. Adding additional slack resources in the inventory for the case of an absence or failure is counted as one of the measures to cope with the uncertainty. Thompson took external firm-level interdependencies also into account in which he suggests “vertical integration” within the supply chain as a coping mechanism for buyer-supplier dependencies.<ref name='Thompson'>J. D. Thompson, Organizations in Action. Social Science Bases and Administrative Theory, New York: McGraw-Hill, 1967.</ref> Integrating IT systems for scheduling and assisting the progress one-sided structure is seen as a critical point by bringing capabilities and competencies together for reaching functional agility.<ref name="MAIN">F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019</ref>

	===Reciprocal Interdependence===		===Reciprocal Interdependence===

Tazgun: /* Pooled Interdependence */

2022-03-20T08:46:35Z

Pooled Interdependence

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	A pooled interdependency is the least intense dependency type and has the largest physical dispersal of team members out of the three proposed by Thompson. Thompson associated the mediating technology type with the organizational characteristics of pooled interdependence. It occurs when project teams split comparable resources and tasks but continue to work independently. However, the outcome of each member affects the whole project performance but does not hinder anyone else to proceed with their activities. Everyone of the team contributes to the overall performance with distinguished efforts and is backed by the entire team. Autonomous activities of each individual usually run parallelly and resources are allocated by a routine pool. Merging homogeneous resources and actions is mostly compelled by “economies of scale” to reduce costs. Therefore, this kind of resource interdependency originates when a great degree of consistency of resources are ready for use to accommodate the needs for taking decisions. The results can be mostly predicted beforehand.<ref name="MAIN">"[https://www-webofscience-com.proxy.findit.cvt.dk/wos/woscc/full-record/WOS:000466771700002?SID=C6eFZCHmPfpPMCWPFkJ F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019]</ref>		A pooled interdependency is the least intense dependency type and has the largest physical dispersal of team members out of the three proposed by Thompson. Thompson associated the mediating technology type with the organizational characteristics of pooled interdependence. It occurs when project teams split comparable resources and tasks but continue to work independently. However, the outcome of each member affects the whole project performance but does not hinder anyone else to proceed with their activities. Everyone of the team contributes to the overall performance with distinguished efforts and is backed by the entire team. Autonomous activities of each individual usually run parallelly and resources are allocated by a routine pool. Merging homogeneous resources and actions is mostly compelled by “economies of scale” to reduce costs. Therefore, this kind of resource interdependency originates when a great degree of consistency of resources are ready for use to accommodate the needs for taking decisions. The results can be mostly predicted beforehand.<ref name="MAIN">"[https://www-webofscience-com.proxy.findit.cvt.dk/wos/woscc/full-record/WOS:000466771700002?SID=C6eFZCHmPfpPMCWPFkJ F. Ter Chian Tan, S. L. Pan and M. Zuo, "Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective," INFORMATION SYSTEMS JOURNAL, vol. 29, no. 3, pp. 582-608, 2019]</ref>

	The cost of coordination for pooled resource and task interdependencies is relatively low compared to its contraries. This is mainly because of the low-level management requirements. The need of active collaboration and communication is little. One of the main mechanisms is driving standardization in patterned workflows or in operation processes throughout units. In pooled interdependencies, it is crucial to maintain the devotion of each individual by reminding them how their input will be unified at the end result. Integrating a “reporting process” in which the decision makers or managers can assign a specific part of the total project to a team member, having routine team ~~discussion~~ where processes and regulations are reviewed could boost the motivation of the members. A gymnastics team is one of the many examples which could represent a pooled interdependence where each team member has to actively render a distinct contribution in order to succeed in team rankings. Another example is a school where different teachers each take actively part to accomplish the overall goal, which is that pupils learn, they are however all independent in their classes while teaching to their students.		The cost of coordination for pooled resource and task interdependencies is relatively low compared to its contraries. This is mainly because of the low-level management requirements. The need of active collaboration and communication is little. One of the main mechanisms is driving standardization in patterned workflows or in operation processes throughout units. In pooled interdependencies, it is crucial to maintain the devotion of each individual by reminding them how their input will be unified at the end result. Integrating a “reporting process” in which the decision makers or managers can assign a specific part of the total project to a team member, having routine team discussions where processes and regulations are reviewed could boost the motivation of the members. A gymnastics team is one of the many examples which could represent a pooled interdependence where each team member has to actively render a distinct contribution in order to succeed in team rankings. Another example is a school where different teachers each take actively part to accomplish the overall goal, which is that pupils learn, they are however all independent in their classes while teaching to their students.

	===Sequential Interdependence===		===Sequential Interdependence===