Series editor(s): Professor Brian Silverman
Subject Area: Strategy
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|Title:||Terminating Institutionalized Termination: Why SEMATECH became More than a Temporary System|
|Author(s):||Gordon Müller-Seitz, Jörg Sydow|
|Volume:||28 Editor(s): Gino Cattani, Simone Ferriani, Lars Frederiksen, Florian Täube ISBN: 978-1-78052-192-3 eISBN: 978-1-78052-193-0|
|Citation:||Gordon Müller-Seitz, Jörg Sydow (2011), Terminating Institutionalized Termination: Why SEMATECH became More than a Temporary System, in Gino Cattani, Simone Ferriani, Lars Frederiksen, Florian Täube (ed.) Project-Based Organizing and Strategic Management (Advances in Strategic Management, Volume 28), Emerald Group Publishing Limited, pp.147-186|
|DOI:||10.1108/S0742-3322(2011)0000028010 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
Purpose – The aim of this study is to inquire into the circumstances and mechanisms that drive temporary systems to become permanent organizations.
Methodology/approach – This study is based on a retrospective longitudinal case study (1980–1995) and informed by research on organizational path dependence. Our research object is SEMATECH, the leading global semiconductor manufacturing consortium.
Findings – This longitudinal case study of the research and development consortium SEMATECH shows how and under what conditions a project, once its initial objective had been achieved, managed to turn itself into a permanent organization, that is, it terminated its institutionalized termination. Based on our findings, we argue that the postponing of this specific project's institutionalized termination can be understood by adopting a path dependence perspective that allows for the capturing of self-reinforcing processes to account for the stability of the (once temporary) system.
Originality/value of the paper – In this chapter, we question the certainty put forward in organizational studies of projects concerning the ephemeral nature of projects due to their built-in termination mechanism.
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