McGill U. - Desautels Faculty of Management, Canada
This three-year ethnographic study introduces 'Structural Elasticity' as a critical mechanism in inter-organizational team innovation, building on the study of Ordinum's (pseudo name of a country) labour market analysis system. Structural Elasticity is characterized by the act of subtly bending existing organizational structures to create a conducive space for innovation, maintaining the integrity of the original structure while allowing for necessary flexibility. This concept is essential in environments where multiple entities with equal power and differing objectives interact. The study reveals three key mechanisms - protocol scaffolds, informal information pipelines, and neutral ownership practices - that teams utilize to achieve this elasticity. My contribution to the literature on team innovation and open innovation lies in elucidating how Structural Elasticity enables self-emerging teams to navigate and innovate within and across different organizational sectors, particularly in complex social contexts where rigid structures are less effective. This research offers insights for both theoretical understanding and practical application in managing dynamic, cross-organizational collaborations for innovation.