Although the literature has provided some useful insights, most existing research treats the individual actors and the organizational environment as two discrete dimensions. A delineation of explicit and implicit boundaries across organizational subunits as well as within organizational subunits is important to understand the boundary spanning function.įrom a managerial perspective, little is known about the characteristics of boundary spanners and whether their capabilities are inherent or can be developed. ![]() For example, middle managers have been argued to perform the role of boundary spanners between line managers and top management in a general organizational context. Boundaries can be both explicit as between parents and subsidiaries of multinational enterprises, and also implicit as between line managers and top management. The research suggests that a small number of managers with unique skill sets or personality traits have emerged as critical facilitators for cross-boundary coordination. Individuals are the nested antecedent to organizational level actions and therefore deserve careful theoretical and empirical deliberation.Įxisting research on boundary spanning is mainly conceptual or based on a limited number of case studies. A complementary stream has begun to investigate individuals as boundary spanners and their roles in effectively operating across complex inter- and intra-organizational, socio-cultural and geographic boundaries. In more recent research, one stream has explored the role of boundary objects as contextual aids for cross-boundary knowledge sharing. ![]() ![]() Rapidly developing emerging markets and increasing spatial dispersion of innovative activities coupled with digital convergence create the need for continuously developing new ways of coordinating, organizing, and reconfiguring of organizational structures and routines across inter and intra-organizational boundaries.Įarly studies discussed the roles of gatekeepers in the context of technology transfer between different departments or functional areas within organizations. Global organizations are inherently complex.
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