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The Dynamics of Organizational Autonomy: Oscillations at Automobili Lamborghini.

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Title: The Dynamics of Organizational Autonomy: Oscillations at Automobili Lamborghini.
Authors: Dattée, Brice1 (AUTHOR) dattee@em-lyon.com, Arrègle, Jean-Luc2 (AUTHOR) arregle@em-lyon.com, Barbieri, Paolo3 (AUTHOR) p.barbieri@unibo.it, Lawton, Thomas C.4,5 (AUTHOR) thomas.lawton@surrey.ac.uk, Angwin, Duncan N.6 (AUTHOR) duncan.angwin@nottingham.ac.uk
Source: Administrative Science Quarterly. Sep2022, Vol. 67 Issue 3, p721-768. 48p. 5 Diagrams, 1 Chart, 3 Graphs.
Subject Terms: Corporate autonomy, Automobile industry executives, Parent companies, Subsidiary corporations, Discretion, Decision making in business
Company/Entity: Automobili Lamborghini SpA , Audi AG
Abstract: Through a 21-year longitudinal study of the relationship between Italian supercar manufacturer Automobili Lamborghini and its parent, German carmaker Audi AG, we examine how a unit's degree of organizational autonomy is renegotiated over long periods of time. Using detailed empirical data, we develop a process model of the dynamics of organizational autonomy in a unit–parent relationship. This process model shows an ongoing dialectical tension between parent managers' autonomy-reduction efforts and unit managers' autonomy-extension efforts, and it reveals oscillations in the unit managers' discretion over resource-orchestration decisions. Driving this dialectic are parent managers' appraisal respect for the unit, their search for firm-wide strategic integration, and unit managers' organizational identity and concern for distinctiveness. Our process model captures concurrent feedback loops that endogenously produce these oscillations between lower and higher autonomy. We then conceptualize a harmonic domain in the unit–parent relationship, in which these oscillations persist without deviating toward amalgamation or separation. Finally, we develop a theory of change in autonomy by identifying a theoretical link between resource orchestration and specific dimensions of organizational identity. Our study highlights the dialectical, dynamic, and ongoing nature of organizational autonomy. [ABSTRACT FROM AUTHOR]
Copyright of Administrative Science Quarterly is the property of Administrative Science Quarterly and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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  Label: Title
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  Data: The Dynamics of Organizational Autonomy: Oscillations at Automobili Lamborghini.
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  Data: <searchLink fieldCode="AR" term="%22Dattée%2C+Brice%22">Dattée, Brice</searchLink><relatesTo>1</relatesTo> (AUTHOR)<i> dattee@em-lyon.com</i><br /><searchLink fieldCode="AR" term="%22Arrègle%2C+Jean-Luc%22">Arrègle, Jean-Luc</searchLink><relatesTo>2</relatesTo> (AUTHOR)<i> arregle@em-lyon.com</i><br /><searchLink fieldCode="AR" term="%22Barbieri%2C+Paolo%22">Barbieri, Paolo</searchLink><relatesTo>3</relatesTo> (AUTHOR)<i> p.barbieri@unibo.it</i><br /><searchLink fieldCode="AR" term="%22Lawton%2C+Thomas+C%2E%22">Lawton, Thomas C.</searchLink><relatesTo>4,5</relatesTo> (AUTHOR)<i> thomas.lawton@surrey.ac.uk</i><br /><searchLink fieldCode="AR" term="%22Angwin%2C+Duncan+N%2E%22">Angwin, Duncan N.</searchLink><relatesTo>6</relatesTo> (AUTHOR)<i> duncan.angwin@nottingham.ac.uk</i>
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  Data: <searchLink fieldCode="JN" term="%22Administrative+Science+Quarterly%22">Administrative Science Quarterly</searchLink>. Sep2022, Vol. 67 Issue 3, p721-768. 48p. 5 Diagrams, 1 Chart, 3 Graphs.
– Name: Subject
  Label: Subject Terms
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  Data: <searchLink fieldCode="DE" term="%22Corporate+autonomy%22">Corporate autonomy</searchLink><br /><searchLink fieldCode="DE" term="%22Automobile+industry+executives%22">Automobile industry executives</searchLink><br /><searchLink fieldCode="DE" term="%22Parent+companies%22">Parent companies</searchLink><br /><searchLink fieldCode="DE" term="%22Subsidiary+corporations%22">Subsidiary corporations</searchLink><br /><searchLink fieldCode="DE" term="%22Discretion%22">Discretion</searchLink><br /><searchLink fieldCode="DE" term="%22Decision+making+in+business%22">Decision making in business</searchLink>
– Name: SubjectCompany
  Label: Company/Entity
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  Data: <searchLink fieldCode="DE" term="%22Automobili+Lamborghini+SpA%22">Automobili Lamborghini SpA</searchLink> <br /><searchLink fieldCode="DE" term="%22Audi+AG%22">Audi AG</searchLink>
– Name: Abstract
  Label: Abstract
  Group: Ab
  Data: Through a 21-year longitudinal study of the relationship between Italian supercar manufacturer Automobili Lamborghini and its parent, German carmaker Audi AG, we examine how a unit's degree of organizational autonomy is renegotiated over long periods of time. Using detailed empirical data, we develop a process model of the dynamics of organizational autonomy in a unit–parent relationship. This process model shows an ongoing dialectical tension between parent managers' autonomy-reduction efforts and unit managers' autonomy-extension efforts, and it reveals oscillations in the unit managers' discretion over resource-orchestration decisions. Driving this dialectic are parent managers' appraisal respect for the unit, their search for firm-wide strategic integration, and unit managers' organizational identity and concern for distinctiveness. Our process model captures concurrent feedback loops that endogenously produce these oscillations between lower and higher autonomy. We then conceptualize a harmonic domain in the unit–parent relationship, in which these oscillations persist without deviating toward amalgamation or separation. Finally, we develop a theory of change in autonomy by identifying a theoretical link between resource orchestration and specific dimensions of organizational identity. Our study highlights the dialectical, dynamic, and ongoing nature of organizational autonomy. [ABSTRACT FROM AUTHOR]
– Name: AbstractSuppliedCopyright
  Label:
  Group: Ab
  Data: <i>Copyright of Administrative Science Quarterly is the property of Administrative Science Quarterly and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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        Value: 10.1177/00018392221091850
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        Text: English
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        PageCount: 48
        StartPage: 721
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      – SubjectFull: Corporate autonomy
        Type: general
      – SubjectFull: Automobile industry executives
        Type: general
      – SubjectFull: Parent companies
        Type: general
      – SubjectFull: Subsidiary corporations
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      – SubjectFull: Discretion
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      – SubjectFull: Decision making in business
        Type: general
      – SubjectFull: Automobili Lamborghini SpA
        Type: general
      – SubjectFull: Audi AG
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      – TitleFull: The Dynamics of Organizational Autonomy: Oscillations at Automobili Lamborghini.
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              M: 09
              Text: Sep2022
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