| Abstract [eng] |
The studied born global firm Pandadoc applied effectual decision-making logic at the stage with the earliest employees. With the introduction of the first organisational structure at the early company's stage, pure effectual decision-making was replaced with combinatory decision-making logic (where combinations differed in different levels in the organisational structure), which largely remained stable in the early and late stage of the company. The decision-making logic at the top management's level (concurrent combination of causation and effectuation) remained fairly consistent in the transition from early to the late stage, which allowed Pandadoc to better lead creative teams, which require both causal and effectual decision-making in management style. Another logic Pandadoc applies is the recursive combination of causation and effectuation to conduct changes in the organisational structure to respond to the changing external or internal environment. The lower level of product management applied a concurrent combination of logics without changes from the early to late stage of the company. What notably changed at the late stage of the company, as opposed to the early stage, was the logic at the lowest level, the engineers’ level. The three types of early-stage logics (causal, effectual, planning effectuator), at the engineers' level, were narrowed down to only one, the planning effectuator logic, which, we argue, was made to achieve greater resource efficiency. This research, however, spotted a problem of lack of autonomy for creative people under the planning effectuator logic. Thus, this research suggests for born global firms managing creative teams to use two logic types at the engineers' level: the planning effectuator logic, and effectuation. |
