The concept comes from Lawrence and Lorsch's (1967) structural contingency theory, which observed that organisations facing complex environments must simultaneously differentiate (specialise functions) and integrate (coordinate them). Effective integrative devices satisfy six determinants: balanced time orientation across subsystems, sufficient influence attributed to the device, rewards tied to super-ordinate goals, high total influence on the organisation, locus of influence at the level where sub-environmental knowledge resides, and use of confrontation or problem-solving conflict-resolution modes. Historically, integrative devices have been studied as dyadic mechanisms—trade marketing, category management, sales and operations planning. RevOps extends the construct by integrating three or more functions across the full revenue lifecycle.