Organizational boundary spanners — identifying competencies and gaps

2008 ◽  
Author(s):  
John McCreery ◽  
Lynda Aiman-Smith
Keyword(s):  
Boundary Spanners ◽  
Organizational Boundary

TRUST AND CONTROL MECHANISMS IN ORGANIZATIONAL BOUNDARY SPANNERS' COGNITIONS AND BEHAVIORS.

2005 ◽  
Vol 2005 (1) ◽  
pp. D1-D6 ◽  
Author(s):  
Sanjukta Kusari ◽  
Daniel Cohen ◽  
Jagdip Singh ◽  
Detelina Marinova
Keyword(s):  
Boundary Spanners ◽  
Control Mechanisms ◽  
Organizational Boundary ◽  
And Behaviors ◽  
And Control

scholarly journals Transformational Ability of Energy Network Companies: The Role of Institutional Logics and Boundary Spanners

2021 ◽  
Vol 13 (24) ◽  
pp. 13582
Author(s):  
Larissa Shnayder ◽  
Hans van Kranenburg ◽  
Sjors Witjes
Keyword(s):  
Energy Transition ◽  
Institutional Logics ◽  
Boundary Spanning ◽  
Vital Role ◽  
Boundary Spanners ◽  
Organizational Boundaries ◽  
Organizational Boundary ◽  
Energy Transitions ◽  
Depth Analysis ◽  
Energy Network

Energy network companies play a vital role in energy transitions. The transformational ability of these companies influences the process of energy transitions and the effectiveness of policies in this domain. This study shows the need for managers of network companies as well as scholars and policy makers operating in the midst of energy transitions to acknowledge the importance and value of boundary spanners in improving the transformation ability of these companies to play their role in facilitating energy transitions. Evidence comes from an in-depth analysis of an energy network company in the Netherlands. Our findings show that the transformation ability of energy network companies depends on various instances of boundary spanning as these organizations address differing or conflicting intra- and inter-organizational institutional logics when contributing to an energy transition. In the context of energy transitions, inter-organizational boundary spanning generally demands more resources and attention than the spanning of intra-organizational boundaries. Additionally, intra-organizational boundaries affect inter-organizational relationships, particularly in the policy arena. Our findings indicate that to carry out the type of institutional change that an energy transition requires, more attention and resources should be dedicated to intra-organizational boundary spanning, even as the need to connect external stakeholders increases.

scholarly journals The activities of the organizational boundary spanners during the Covid19 pandemic: the case of a profit organization

2021 ◽  
Vol 21 (3) ◽  
pp. 328-346
Author(s):  
Concetta Tino
Keyword(s):  
Sono State ◽  
Boundary Spanning ◽  
Production Performance ◽  
Boundary Spanners ◽  
Organizational Strategies ◽  
Structured Interviews ◽  
Organizational Boundary ◽  
Emotional Dimension ◽  
Perceived Effects ◽  
Different Levels

In the first period of emergency from Covid19, only workplace organizations with essential production activities were able to continue to carry out their work. This required them the implementation of organizational strategies useful to contrast the risk of the pandemic and to protect production performance. The qualitative study conducted in a Lombard company, through semi-structured interviews, aimed at figures with different levels of responsibility, wanted to investigate: (i) which boundary spanning activities were used to manage the emergency? (ii) what factors allowed the effectiveness of the result in terms of contrasting the pandemic and guaranteeing the productivity (iii), what were the perceived effects on the company? Findings highlight the importance of the activities of organizational boundary spanners in emergency management and of those factors that, by supporting the socio-emotional dimension, have determined the organization’s productive advantage.   Le attività dei boundary spanners organizzativi durante la pandemia da Covid19: il caso di un’organizzazione profit.   Nel primo periodo della diffusione dell’emergenza sanitaria da Covid19, solo le organizzazioni lavorative con attività produttive essenziali hanno potuto continuare a svolgere il loro lavoro. Questo ha richiesto loro la messa in atto di strategie organizzative utili a contrastare il rischio della diffusione della pandemia e a salvaguardare la performance produttiva. Lo studio qualitativo condotto, in un’organizzazione profit lombarda, tramite interviste semistrutturate, rivolte a figure con diversi livelli di responsabilità ha voluto investigare: (i) quali attività di boundary spanning sono state utilizzate per gestire l’emergenza? (ii) quali fattori hanno consentito l’efficacia di risultato in termini di contrasto alla pandemia e di garanzia produttività (iii), quali sono state le ricadute percepite sull’organizzazione? I risultati ottenuti evidenziano l’importanza delle attività dei boundary spanners organizzativi nella gestione dell’emergenza e di quei fattori che sostenendo la dimensione socio-emozionale ne hanno determinano il vantaggio produttivo dell’organizzazione.

scholarly journals Boundary Spanning Roles and Power in Educational Partnerships

AERA Open ◽  
2021 ◽  
Vol 7 ◽  
pp. 233285842110168
Author(s):  
Christopher M. Wegemer ◽  
Jennifer R. Renick
Keyword(s):  
Educational Outcomes ◽  
Boundary Spanning ◽  
Comparative Case Study ◽  
Task Orientation ◽  
Boundary Spanners ◽  
Educational Partnerships ◽  
Field Notes ◽  
Reflexive Analysis

Research-practice partnerships (RPPs) offer promising approaches to improve educational outcomes. Navigating boundaries between contexts is essential for RPP effectiveness, yet much work remains to establish a conceptual framework of boundary spanning in partnerships. Our longitudinal comparative case study draws from our experiences as graduate student boundary spanners in three long-term partnerships to examine boundary spanning roles in RPPs, with particular attention to the ways in which power permeates partnership work. Using qualitative, critically reflexive analysis of meeting artifacts and field notes, we found that our boundary spanning roles varied along five spectrums: institutional focus, task orientation, expertise, partnership disposition, and agency. Our roles were shaped by the organizational, cultural, relational, and historical features of the partnerships and contexts of interaction. We aim to promote the development of effective RPP strategies by leveraging the perspectives and positionality of graduate students in order to advance understanding of boundary spanning roles.

scholarly journals Project leaders as boundary spanners: Relational antecedents and performance outcomes

2012 ◽  
Vol 30 (6) ◽  
pp. 708-722 ◽  
Author(s):  
Sébastien Brion ◽  
Vincent Chauvet ◽  
Barthélémy Chollet ◽  
Caroline Mothe
Keyword(s):  
Performance Outcomes ◽  
Boundary Spanners ◽  
And Performance

Forging connections: The role of ‘boundary spanners’ in globalising clusters and shaping cluster evolution

2021 ◽  
pp. 030913252110387
Author(s):  
Di Wu
Keyword(s):  
Boundary Spanning ◽  
Discursive Construction ◽  
Boundary Spanners ◽  
Production Networks ◽  
Global Production Networks ◽  
Boundary Spanner ◽  
Evolutionary Economic ◽  
Cluster Evolution ◽  
Global Connections

Synthesising the endogenous-centred evolutionary economic geography perspective, and the globally oriented ‘global pipelines’ and global production networks frameworks, this article develops the ‘boundary spanner’ concept to propose a theoretical framework to illustrate how resourceful actors, as boundary spanners, globalise clusters and in turn drive cluster evolution. This framework comprises four interrelated cluster boundary-spanning functions, namely, discursive construction, innovation promotion, production coordination and market reach. This article aims to advance the cluster literature by unpacking how clusters’ global connections are constructed and maintained, conceptualising the multidimensional role of the agency of boundary spanners and demonstrating boundary spanners’ contributions to cluster evolution.

Collaborative Performance Management in Interfirm Relationships

2016 ◽  
Vol 28 (3) ◽  
pp. 25-48 ◽  
Author(s):  
Henri C. Dekker ◽  
Rong Ding ◽  
Tom Groot
Keyword(s):  
Information Sharing ◽  
Performance Management ◽  
Management Practices ◽  
Environmental Variability ◽  
Asset Specificity ◽  
Measurement Information ◽  
Boundary Spanners ◽  
Interfirm Relationships ◽  
Performance Information ◽  
Collaborative Performance

ABSTRACT In this study, we examine how firms' collaborative objectives influence their use of performance management practices in interfirm relationships. We conceptualize collaborative performance management to include three interrelated practices: measurement of interfirm performance, information sharing, and interaction between boundary spanners of partner firms. Prior research has related firms' interfirm control choices to transaction risk as proxied by “given” transaction characteristics. We hypothesize that transaction characteristics are determined by the strategic importance of the collaboration (manifested by the importance of firms' collaborative objectives) and, in turn, influence the use of firms' performance management practices. Analysis of survey data supports our hypotheses that strategic importance of the collaboration is associated with transaction characteristics (i.e., with asset specificity, transaction scope, task interdependencies, and environmental variability), which, in turn, mediate the influence of collaborative objectives on the use of performance management practices. We also find that performance measurement, information sharing, and boundary spanner interaction are used as complementary practices in the management of interfirm relationships.

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