Relational Coordination Research Collaborative

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Measuring Relational Work Systems

In addition to measuring relational coordination, it can be useful to measure the organizational practices or relational work systems that support relational coordination. 

Relational Coordination Theory of Performance

The Interview Protocol for Measuring Relational Work Systems (Relational Bureaucratic Structures).was developed for this purpose.  

This interview protocol can be tailored to your focal work process, and the workgroups involved in it.   The data gathered through this protocol can be transformed into quantitative measures and used to predict relational coordination (measured through the RC Survey) and performance outcomes, as shown for example in:

Gittell, J.H., Seidner, R., Wimbush, J.  (2010). “A Relational Model of How High-Performance Work Systems Work,” Organization Science, 21(2): 490-506.

Gittell, J.H. (2002).  “Coordinating Mechanisms in Care Provider Groups: Relational Coordination as a Mediator and Input Uncertainty as a Moderator of Performance Effects,” Management Science, 48(11): 1408-1426.

Gittell, J.H. (2001).  “Supervisory Span, Relational Coordination and Flight Departure Performance: A Reassessment of Post-Bureaucracy Theory,” Organization Science, 12(4): 467-482.

Gittell, J.H. (2000).  “Organizing Work to Support Relational Coordination,” International Journal of Human Resource Management, 11(3): 517-539.

A comprehensive theoretical argument for how these organizational structures work can be found in:

Gittell, J.H., Douglass, A. (2012).  “Relational Bureaucracy: Structuring Reciprocal Relationships into Roles,” Academy of Management Review, 37(4): 709-754.

A comprehensive practical argument for how these organizational structures work can be found in:

Gittell, J.H. (2009).  High Performance Healthcare: Using the Power of Relationships to Achieve Quality, Efficiency and Resilience.  New York: McGraw-Hill.

Gittell, J.H. (2003).  The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance.  New York: McGraw-Hill.


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