Organizing to reorganize: doing end-to-end management in practice

Paula Jarzabkowski, J. Matthiesen, M. Feldman

Research output: Preprint or Working paperWorking paper


This paper takes a practice perspective on organizing, re-conceptualizing coordination mechanisms as dynamic activities that are under continuous construction and modification in order to socially accomplish intra-organizational relationships and activities. The paper is based on the case of Servico, an organization undergoing a major reorganization of its value chain in response to a change in government regulation. We examine the specific performances through which the ostensive and abstract character of a coordination mechanism, ‘end-to-end management’, is defined and refined into a set of activities that actors can use to effect the re-organization of relationships between two divisions during the delivery of a critical regulatory goal. We find six cycles of iteration between the ostensive and performative nature of end-to-end, which progressively help to organize three phases in the reorganization of Servico; absence, presence and formalization. The discussion examines the processual evolution of these cycles and phases and their implications for the way that reorganization occurred. We draw these findings together in a process model that makes contributions to the literature on organizing, on ostensive and performative routines, and on organizational restructuring.
Original languageEnglish
PublisherAston University
ISBN (Print)978-1-85449-743-7
Publication statusUnpublished - 2009

Publication series

NameAston Business School research papers
PublisherAston University

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    Jarzabkowski, P., Matthiesen, J., & Feldman, M. (2009). Organizing to reorganize: doing end-to-end management in practice. (Aston Business School research papers; No. RP0903). Aston University.