A common argument is that organizations should adopt new organizational practices, in order to respond to the hyper‐competitive business environment. The assumption underlying this argument is that such adoption generally entails the replacement of traditional practices. We suggest, instead, that managers are more likely to be managing simultaneously both new and old organizational practices. We explore our position through an investigation of the use of remote collaboration technologies in film production. In our study of US, UK and Australian film production houses we identify seven organizational dualities which characterize remote collaborations: creative work/routines, freedom/constraint, trust/control, artistic excellence/cost effectiveness, collaboration/competition, emotional/rational and closeness/remoteness. One side of each relationship represents organizational practices commonly associated with traditional forms of organizing, while the other represents those practices commonly associated with new forms of organizing. The coexistence of these dualities suggests that new organizational forms are not replacing traditional forms but rather co‐exist with, and become incorporated into, remolded traditional forms.
Palmer, I., Dunford, R., Rura‐Polley, T. and Baker, E. (2001), "Changing forms of organizing: dualities in using remote collaboration technologies in film production", Journal of Organizational Change Management, Vol. 14 No. 2, pp. 190-212. https://doi.org/10.1108/09534810110388081Download as .RIS
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