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Boundary-Spanning in Organizations
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Boundary-Spanning in Organizations book
Boundary-Spanning in Organizations
DOI link for Boundary-Spanning in Organizations
Boundary-Spanning in Organizations book
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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
part |2 pages
PART I Individuals and Concepts
chapter 1|22 pages
Boundary Crossings of Out-of-Field Teachers: Locating Learning Possibilities amid Disruption
chapter 3|21 pages
From Individual to Collective Boundary-Spanning: Knowledge Outcomes from Recombinative Actions
part |2 pages
PART II Groups and Teams
chapter 4|32 pages
Framing Wicked Problems in Enterprise-Systems Innovation Project Groups
chapter 5|17 pages
Toward a Conceptualization of Inter-Team Boundary Activities: Identifying Intra- and Inter-Team Contextual Facilitators
chapter 6|27 pages
Diffi culties in Organizing Boundary-Spanning Activities of Inter-Organizational Teams
chapter 8|25 pages
Conspiring for the ‘Common Good’: Collusion and Spanning Boundaries in Organizations
part |2 pages
PART III Management
chapter 10|24 pages
Boundary-Spanning Leadership in an Interdependent World
chapter 11|21 pages
Boundary-Spanning as Enacted in Three Organizational Functions: New Venture Management, Project Management, and Product Management
part |2 pages
PART IV Organizations