Terminating Institutionalized Termination – Why Sematech Became More than a Temporary System
ADVANCES IN STRATEGIC MANAGEMENT: PROJECT-BASED ORGANIZING AND STRATEGIC MANAGEMENT, Vol. 28, Gino Cattani, Simone Ferriani, Lars Frederiksen, Florian Täube, eds., London Press, 2011
52 Pages Posted: 2 Aug 2011
Date Written: August 2, 2011
The aim of this study is to inquire into the circumstances and mechanisms that drive temporary systems to become permanent organizations.
This study is based upon 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.
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, i.e. it terminated its institutionalized termination. Based upon 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 in order to account for the stability of the (once temporary) system.
Keywords: temporary dimension, project, institutionalized termination, organizational metamorphosis, path dependence
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