Picture of boy being examining by doctor at a tuberculosis sanatorium

Understanding our future through Open Access research about our past...

Strathprints makes available scholarly Open Access content by researchers in the Centre for the Social History of Health & Healthcare (CSHHH), based within the School of Humanities, and considered Scotland's leading centre for the history of health and medicine.

Research at CSHHH explores the modern world since 1800 in locations as diverse as the UK, Asia, Africa, North America, and Europe. Areas of specialism include contraception and sexuality; family health and medical services; occupational health and medicine; disability; the history of psychiatry; conflict and warfare; and, drugs, pharmaceuticals and intoxicants.

Explore the Open Access research of the Centre for the Social History of Health and Healthcare. Or explore all of Strathclyde's Open Access research...

Image: Heart of England NHS Foundation Trust. Wellcome Collection - CC-BY.

Performing modularity : competing rules, performative struggles and the effect of organizational theories on the organization

D'Adderio, Luciana and Pollock, Neil (2014) Performing modularity : competing rules, performative struggles and the effect of organizational theories on the organization. Organization Studies. pp. 1813-1843. ISSN 0170-8406

[img] PDF (DAdderioPollock-OS2014-performing-modularity)
DAdderioPollock_OS2014_performing_modularity.pdf
Accepted Author Manuscript

Download (634kB)

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.