Rewiring: Cross-Business-Unit Collaborations in Multibusiness Organizations
研究六家企业后发现，由总经理组成的多业务团队主导的业务单元中心流程比公司中心流程更能促进跨业务单元的高绩效协作，并拓展了复杂适应系统理论。
Cross-business-unit collaboration is central to large firms' value creation, yet empirical support for the prevailing view that a corporate process best fosters such collaboration has been unconvincing. This study of six firms asks how executives create collaborations that perform at high levels. Our emergent theory unexpectedly emphasizes that a BU-centric process led by “multibusiness teams” of general managers leads to better collaborations than a corporate-centric process. We contribute to concepts in information processing, transaction cost economics, and social network theories. Our most fundamental insight extends complexity theory: we find that multibusiness organizations with strong performance operate as complex adaptive systems.