From management to leadership: a shift towards understanding the organizational complexity of multidisciplinary collaboration

Abstract

Multidisciplinary collaboration is central to modern social welfare organizations, yet knowledge about the organizational context of collaboration is scarce. The study objective was to establish multidisciplinary collaboration by designing an organizational field study. The aim of this article is to explore managerial roles and perspectives during an organizational process of developing multidisciplinary collaboration. Eighteen management meetings, held during a two-year period, are analysed. The analysis reveals that the management gradually grasps the complexity of multidisciplinary collaboration; negotiations on the concept are ongoing while their point of view changes from distant to involved. The management takes leadership towards multidisciplinary collaboration through a series of legitimacy-related negotiations, illustrating the organizational and managerial contexts of multidisciplinary collaboration as well as introducing it as a new type of managerial task.