Duality theory and forms of organizing

This paper presents results from a survey of organizing forms in Australia's largest public companies between 2000 and 2004. The study sought to identify trends in forms of organizing and the extent to which the uptake of new forms led to a decrease in traditional forms of organizing. The analysis revealed changes across the organizational dimensions of structures, processes and boundaries. While Australian firms were clearly interested in exploring new forms of organizing, uptake was not universal, nor at the expense of traditional forms of organizing. An admixture of traditional and new, or dual, forms of organizing emerged as the preferred response to environmental turbulence. This paper employs and extends duality theory to explain the changes that occurred in Australian public companies over the four year period. Duality theory is operationalized in terms of five duality characteristics, which are employed to assess the composition and balance of traditional and new fOlms of organizing. The paper proposes that a dualities aware perspective offers a potential way forward in managing the balance between ostensibly contradictory forces of continuity and change.<br />