The dynamics of organizational autonomy: Oscillations at Automobili Lamborghini

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dc.contributor.authorDattée, Brice
dc.contributor.authorArrègle, Jean-Luc
dc.contributor.authorBarbieri, Paolo
dc.contributor.authorLawton, Thomas C.
dc.contributor.authorAngwin, Duncan N.
dc.contributor.funderEmlyon Business School, Franceen
dc.date.accessioned2022-04-20T09:13:03Z
dc.date.available2022-04-20T09:13:03Z
dc.date.issued2022-04-15
dc.date.updated2022-04-20T08:35:28Z
dc.description.abstractThrough 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.en
dc.description.statusPeer revieweden
dc.description.versionAccepted Versionen
dc.format.mimetypeapplication/pdfen
dc.identifier.citationDattée, B., Arrègle, J.-L., Barbieri, P., Lawton, T. C. and Angwin, D. N. (2022) 'The dynamics of organizational autonomy: Oscillations at Automobili Lamborghini', Administrative Science Quarterly, 67(3), pp.721-768. https://doi.org/10.1177/00018392221091850en
dc.identifier.doi10.1177/00018392221091850en
dc.identifier.eissn1930-3815
dc.identifier.endpage768
dc.identifier.issn0001-8392
dc.identifier.issued3
dc.identifier.journaltitleAdministrative Science Quarterlyen
dc.identifier.startpage721
dc.identifier.urihttps://hdl.handle.net/10468/13098
dc.identifier.volume�67
dc.language.isoenen
dc.publisherSAGE Publicationsen
dc.rights© 2022, the Authors. Reprinted by permission of SAGE Publications. This is a post-peer-review, pre-copyedit version of the following article: Dattée, B., Arrègle, J.-L., Barbieri, P., Lawton, T. C. and Angwin, D. N. (2022) 'The dynamics of organizational autonomy: Oscillations at Automobili Lamborghini', Administrative Science Quarterly, doi: 10.1177/00018392221091850. The final authenticated version is available online at: https://doi.org/10.1177/00018392221091850en
dc.subjectOrganizational autonomyen
dc.subjectResource orchestrationen
dc.subjectOrganizational identityen
dc.subjectStrategic visionen
dc.subjectDynamicsen
dc.subjectPost-acquisition integrationen
dc.subjectProcess theoryen
dc.subject~Cork University Business School - Journal Articles~en
dc.titleThe dynamics of organizational autonomy: Oscillations at Automobili Lamborghinien
dc.typeArticle (peer-reviewed)en
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