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Published by:
Emerald Group Publishing Limited (2008)
in "The CASE Journal"
11 pages
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Kevin McRider, the Chief Operations Officer of a fledging research facility, needed to foster an environment where scientists explored the boundaries of the metals, chemicals, polymers and tools used to create innovating medical devices. The freshly-minted PhDs he hired were enthusiastic to design and conduct research projects that bridged their scientific disciplines, in a collaborative workplace, with time allocated to individual projects as well. Effectively managed, their research would help the parent corporation leapfrog over existing or near-future technology. The problem for McRider was how to get Lintell to realise his vision of a collaborative organisational culture that promoted revolutionary scientific discoveries. His challenges included managerial behaviors that prohibited critical interaction and information sharing, as well as disruptive organisational dynamics he himself had set in motion including pressures to focus only on certain research goals and projects at the expense of creative exploration, and the violation of the psychological contracts McRider himself had created with the scientists during recruitment.


Organisational design; Culture; Communication; Psychological contracts
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