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      Boundary-Spanning in Organizations
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      Book

      Boundary-Spanning in Organizations

      DOI link for Boundary-Spanning in Organizations

      Boundary-Spanning in Organizations book

      Network, Influence and Conflict

      Boundary-Spanning in Organizations

      DOI link for Boundary-Spanning in Organizations

      Boundary-Spanning in Organizations book

      Network, Influence and Conflict
      Edited ByJanice Langan Fox, Cary Cooper
      Edition 1st Edition
      First Published 2013
      eBook Published 14 August 2013
      Pub. Location New York
      Imprint Routledge
      DOI https://doi.org/10.4324/9780203488058
      Pages 376
      eBook ISBN 9780203488058
      Subjects Economics, Finance, Business & Industry
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      Langan Fox, J., & Cooper, C. (Eds.). (2013). Boundary-Spanning in Organizations: Network, Influence and Conflict (1st ed.). Routledge. https://doi.org/10.4324/9780203488058

      ABSTRACT

      In more recent times, the essence of the gatekeeper's role has moved to the 'boundary spanner' - a systems thinker who understands the specific needs and interests of the organization and whose greatest asset is their ability to move across and through the formal and informal features of the modern organization.

      There are many types of boundaries associated with an organization, for example, horizontal, (function and expertise), vertical (status, hierarchy), geographic, demographic, and stakeholder. Boundaries are "the defining characteristic of organizations and, boundary roles are the link between the environment and the organization" (Aldrich & Herker, 1977) with functions crucial to the effectiveness and success of the organization.

      Despite being a critical success factor for an organization, beginning in the 1970s, the term - 'boundary spanning' has had an intermittent research history: there has been no systematic body of research that has evolved over time. This book aims to invigorate, excite, and expand the literature on boundary spanning in a diverse range of disciplines such as sociology, organizational psychology, management, medicine, defence, health, social work, and community services. The book serves as the first collection of reviews on boundary spanning in organizations.

      TABLE OF CONTENTS

      chapter |4 pages

      Introduction

      part |2 pages

      PART I Individuals and Concepts

      chapter 1|22 pages

      Boundary Crossings of Out-of-Field Teachers: Locating Learning Possibilities amid Disruption

      ByLINDA HOBBS

      chapter 2|15 pages

      Boundary Objects in Boundary-Spanning

      ByJACOB D. VAKKAYIL

      chapter 3|21 pages

      From Individual to Collective Boundary-Spanning: Knowledge Outcomes from Recombinative Actions

      ByPREETA M. BANERJEE, RAFAEL A. CORREDOIRA

      part |2 pages

      PART II Groups and Teams

      chapter 4|32 pages

      Framing Wicked Problems in Enterprise-Systems Innovation Project Groups

      BySUSAN GASSON

      chapter 5|17 pages

      Toward a Conceptualization of Inter-Team Boundary Activities: Identifying Intra- and Inter-Team Contextual Facilitators

      ByANIT SOMECH AND ANAT DRACH-ZAHAVY

      chapter 6|27 pages

      Diffi culties in Organizing Boundary-Spanning Activities of Inter-Organizational Teams

      ByTHOMAS STEPHEN CALVARD

      chapter 7|17 pages

      Boundary-Spanning to Address Indigenous Disadvantage in Australia

      ByFIONA BUICK

      chapter 8|25 pages

      Conspiring for the ‘Common Good’: Collusion and Spanning Boundaries in Organizations

      ByJANICE LANGAN-FOX, SHARON GRANT, AND VIKAS ANAND

      part |2 pages

      PART III Management

      chapter 9|19 pages

      The Complexities of School Leadership: Many Boundaries to Cross

      ByPHILIP RILEY

      chapter 10|24 pages

      Boundary-Spanning Leadership in an Interdependent World

      ByCHARLES J. PALUS, DONNA L. CHROBOT-MASON, AND KRISTIN L. CULLEN

      chapter 11|21 pages

      Boundary-Spanning as Enacted in Three Organizational Functions: New Venture Management, Project Management, and Product Management

      ByDAVID WILEMON

      part |2 pages

      PART IV Organizations

      chapter 12|32 pages

      Trusting Across Boundaries

      ByFRENS KROEGER, REINHARD BACHMANN

      chapter 13|23 pages

      A Field-of-Practice View of Boundary-Spanning in and across Organizations: Transactive and Transformative Boundary-Spanning Practices

      ByNATALIA LEVINA, EMMANUELLE VAAST

      chapter 14|18 pages

      Hospital Culture and Infection Control: Acceptance, Compliance, and Complications across Boundaries

      ByPETER N. ROSENWEG AND JANICE LANGAN-FOX

      chapter 15|23 pages

      The Role of Organizational Controls and Boundary-Spanning in Software Development Outsourcing: Implications for Project Performance

      ByANANDASIVAM GOPAL, SANJAY GOSAIN
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