ABSTRACT

This chapter illustrates the concepts behind IBCs and boundary networks in the context of the corporate cases. It discusses the frameworks required to generate new innovation by managing and merging leadership patterns and diverse collaboration network systems through the leadership integrative capabilities of boundary architects. Leadership as process means particular leadership styles are always changing to respond to actual events and episodes as they occur. Typically, leading global high-tech companies such as Apple feature organizational structures called boundary teams that play the central role in product development. In the mass production model, organizational and knowledge boundaries promote efficiency in stable business environments, and provide an effective framework for business people to carry out their routine occupational functions within the individual official organizations. Boundary Teams (BTs) are organizational bodies that merge and combine the characteristics of semantic and pragmatic boundaries and bring about creative collaboration that promotes creative abrasion and productive friction among team members.