Temporary, Emergent Interorganizational Collaboration in Unexpected Circumstances: A Study of theColumbiaSpace Shuttle Response Effort
通过对哥伦比亚号航天飞机灾难响应行动的归纳案例研究，揭示了在无指定领导、无现有结构的情况下，不同机构的陌生人如何通过四种组织行动实现自我组织，并分两阶段建立信任和身份认同，最终成功完成临时性跨组织协作。
In an inductive case study of the Columbia space shuttle disaster response effort, we use observations, archival records, and in-depth interviews with representatives from several responding agencies to explore factors that facilitated this interorganizational collaboration. The Columbia response effort defies conventional theories of collaboration. Relative strangers from dissimilar agencies, without a designated leader or existing structure, quickly collaborated across organizational boundaries on an unprecedented and complex undertaking. We explain how four organizing actions enabled self-organizing and the two-staged development of trust and identity, ultimately leading to a successful unplanned collaboration. We rely on tenets of complexity theory to orient our case study and to propose a grounded theory of temporary, emergent interorganizational collaboration.