Abstract
Existing literature on the mirroring hypothesis and its dynamics has yielded inconsistent findings as it relies on persistently static, fragmented, and industry-scope dominated considerations. In contrast, this study takes on a processual perspective on the management of mirroring relationships within a multinational conglomerate in response to changing contingency factors. Building upon an embedded multiple case study, we derive a set of propositions that account for the dynamics and interrelations of mirroring and its respective contingencies. We highlight two dedicated phases of change – frame-breaking and incremental modularization – that are influenced by the sense of urgency to adapt and adopt architectural changes as explanation for consecutive deviation types of mirroring.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
