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Structural Differentiation and Integration

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The Palgrave Encyclopedia of Strategic Management

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Abstract

Structural differentiation and integration form the underlying structure of work organizations. This article traces the evolution of differentiation and integration in managerial theory and practice, based on how work complexity and knowledge are approached. The primary unit of differentiation is transforming from separate steps in value creation used to reduce complexity to holistic sets of steps that embrace complexity and highlight knowledge of interdependencies. The primary link of structural integration is transforming from the hierarchy to the heterarchy, or many-to-many links among emergent units. New challenges for structuring work organizations that are produced by these transformations are outlined.

This entry was originally published on Palgrave Connect under ISBN 978-1-137-49190-9. The content has not been changed.

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References

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Authors and Affiliations

  1. Department of Management & Global Business Faculty, Rutgers Business School, 1169 Lincolm Ct, Long Branch, NJ, USA

    Deborah Dougherty

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  1. Deborah Dougherty
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Correspondence to Deborah Dougherty .

Editor information

Editors and Affiliations

  1. Stanford University , Stanford, California, USA

    Mie Augier

  2. Tusher Ctr Intellectual Capital, University of California Tusher Ctr Intellectual Capital, Berkeley, California, USA

    David J. Teece

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© 2016 The Author(s)

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Dougherty, D. (2016). Structural Differentiation and Integration. In: Augier, M., Teece, D. (eds) The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-349-94848-2_796-1

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  • DOI: https://doi.org/10.1057/978-1-349-94848-2_796-1

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  • Publisher Name: Palgrave Macmillan, London

  • Online ISBN: 978-1-349-94848-2

  • eBook Packages: Springer Reference Business and ManagementReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences

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