Cross-Functional Coordination, Status–Authority Asymmetry, and Contingent Exploitation of Digital Technology

Abstract Cross-functional coordination is common in contemporary work and requires professionals with different expertise and roles to cooperate to complete tasks. However, conflicts can exist between functions. This study focuses on a specific factor that impedes cross-functional coordination – status–authority asymmetry, where professionals with lower status are assigned functional authority to supervise higher-status professionals and demand their compliance with particular processes or tasks. The existing literature suggests strategies for the low-status group to elicit the high-status group’s compliance; however, neither approach is cost-effective. We identify new opportunities in the digital age and investigate how low-status professionals can utilize digital technology to improve cross-functional coordination. We conducted a 17-month ethnographic study in a Chinese hospital to determine how low-status pharmacists obtain compliance from high-status doctors in the prescription review process. We propose that contingent exploitation (i.e., strategically restricted utilization of digital technology) is an effective strategy to achieve the low-status function’s purposes. Through strategic configuration of process streamlining, knowledge imprinting, and compliance enforcement, the low-status group can exert functional authority without evoking fierce resistance from the high-status group. This study contributes to the literature on cross-functional coordination and extends our understanding of technological adaptation in a cross-functional context.