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The Semiformal Organization

Author

Listed:
  • Susan Biancani

    (School of Education, Stanford University, Stanford, California 94305)

  • Daniel A. McFarland

    (School of Education, Stanford University, Stanford, California 94305)

  • Linus Dahlander

    (ESMT European School of Management and Technology, 10178 Berlin, Germany)

Abstract

This paper draws attention to a new dimension of organization, the semiformal organization, and it reveals how the allocation of different membership forms can render knowledge-intensive organizations more flexible and exploratory in their knowledge creation efforts without sacrificing the functions stably enacted via the formal organization. Most knowledge-intensive organizations seek to create new spaces for collaborations through formally prescribed departments and divisions or through serendipitous, emergent, informal associations (i.e., the formal and informal organization). However, organizations also strategically manage what we call the “semiformal organization” to guide the creation of new work relations and encourage innovation. These secondary memberships are organizationally sponsored and directly related to the organizations’ core research functions, but they are voluntarily joined. As such, they are distinct from formal and informal memberships. On the basis of extensive longitudinal analyses of research initiatives at Stanford University, we find that the semiformal organization provides a compelling channel through which organizations can shape employees’ collaborations and overall productivity.

Suggested Citation

  • Susan Biancani & Daniel A. McFarland & Linus Dahlander, 2014. "The Semiformal Organization," Organization Science, INFORMS, vol. 25(5), pages 1306-1324, October.
    • Handle: RePEc:inm:ororsc:v:25:y:2014:i:5:p:1306-1324
    DOI: 10.1287/orsc.2013.0882
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