Abstract
Emergent coordination has been studied primarily in environments where generalized role structures and occupational communities are well-established. How individuals coordinate work in less-institutionalized or more rapidly-changing environments is less understood. I use a combination of participant observation and interview data collected in a medium-sized startup, GuestInn, to develop theory about the ways that people coordinate work when roles are more ambiguous. GuestInn management uses an institution, locally referred to as
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