Performing Modularity: Competing Rules, Performative Struggles and the Effect of Organizational Theories on the Organization

Organization Studies, Forthcoming

39 Pages Posted: 18 Sep 2014

See all articles by Luciana D'Adderio

Luciana D'Adderio

Strathclyde Business School

Neil Pollock

University of Edinburgh

Date Written: August 19, 2014

Abstract

We address the effect of organizational theories on the organization by focusing on how modularity, a widespread and influential organizational theory, performs a modular organization. While scholars have offered opposing arguments for the influence of this theory — i.e. that it either succeeds or fails to “produce” modular organizations — we show just how and how far modularity is enacted and shapes the organization, and how it may be shaped in turn. Drawing on recent advances in performativity theory we thus contribute to modularity by showing how the modular organization emerges over time as the outcome of performative struggles among competing and complementary theories and how these struggles contribute to modifying the theory and “designing” organizations. We also add to performativity by theorizing the competition between multiple theories, the emergence of unexpected consequences or “errors”, and their implications for organizational practices and boundaries.

Suggested Citation

D'Adderio, Luciana and Pollock, Neil, Performing Modularity: Competing Rules, Performative Struggles and the Effect of Organizational Theories on the Organization (August 19, 2014). Organization Studies, Forthcoming, Available at SSRN: https://ssrn.com/abstract=2497347

Luciana D'Adderio (Contact Author)

Strathclyde Business School ( email )

100 Cathedral Street
Glasgow G1 1XU
United Kingdom

Neil Pollock

University of Edinburgh ( email )

Old College
South Bridge
Edinburgh, Scotland EH8 9JY
United Kingdom

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