Search results for: boundary-spanning-in-organizations

Boundary Spanning Marketing Organization

Author : G. Tomas M. Hult
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​​​​​​Now more than ever, marketing is assuming a key boundary-spanning role—a role that also redefined the composition of the marketing organization. In this Brief, the marketing organization’s integrative and mutually reinforcing components of marketing activities, customer value-creating processes, networks, and stakeholders are delineated within their boundary-spanning roles. Expanding upon his article published in the Journal of the Academy of Marketing Science in 2011, Tomas Hult draws thematic marketing insights from the integration of thirty-one organization theories to advance knowledge on the boundary-spanning marketing organization within four areas: strategic marketing resources, marketing leadership and decision making, network alliances and collaborations, and the domestic and global marketplace.

Boundary Spanning in Organizations

Author : Janice Langan Fox
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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.

Boundary Spanners in Public Management and Governance

Author : Ingmar van Meerkerk
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Boundary spanning behavior is important for both public, non-profit and private organizations to ‘survive’: to stay relevant in relation to the environment, to innovate, to improve performance and to collaborate in an effective manner, especially in multi-organizational settings. Providing an assessment of factors influencing the work and effectiveness of boundary spanners, and discussing the impact of boundary spanners on different types of outcomes (collaboration, trust, organizational innovation), this book offers a coherent overview of the evolution of boundary spanning in an interactive governance context.

Boundary Spanning Leadership Six Practices for Solving Problems Driving Innovation and Transforming Organizations

Author : Chris Ernst
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PRAISE FOR BOUNDARY SPANNING LEADERSHIP "Fostering a culture of teamwork among business units and partners is crucial for bottom-line success. This groundbreaking book, packed with practical examples and based on solid research, shows us how to get started." -- Marc Noel, Chairman, Noël Group LLC "In this deeply insightful look at the demands on 21st-century leaders, Ernst and Chrobot-Mason outline six boundary spanning leadership practices derived from case studies and research with thousands of participating managers. This work is bound to be one of the most important management books of the decade." -- David A. Thomas, Ph.D., H. Naylor Fitzhugh Professor of Business Administration at Harvard Business School "Few books capture the needs and narrative of today's business and so elegantly lay out a plan to address its challenges. Boundary Spanning Leadership nails this . . . Consume it and play your role!" -- Andy Stefanovich, Chief Curator and Provocateur, Prophet "Boundary Spanning Leadership draws on rigorous global research and real-world experience to help leaders move into new frontiers where they can find answers and practices for creating success." -- Jack Stahl, former CEO, Revlon, and President /COO, Coca-Cola "The future will be punctuated by new spans across old boundaries. This book shows you how to improve your span ability." -- Bob Johansen, Ph.D., Distinguished Fellow, Institute for the Future, and bestselling author of Get There Early and Leaders Make the Future Catalyze collaboration, drive innovation, transform your organization--with Boundary Spanning Leadership you can put it ALL together! We live in a world of vast collaborative potential. Yet all too often, powerful boundaries create barriers that can splinter groups. And this can lead to uninspiring results. To transform borders into frontiers in today's global, multistakeholder organizations, you need Boundary Spanning Leadership. Powered by a decade of global research and practice by the top-ranked Center for Creative Leadership (CCL), this book takes you from rural towns in the United States to Hong Kong's skyline and from a modernizing South Africa to the bustling streets of India, showing you how to build bridges across boundaries. Through compelling stories and practical tools and tactics, you’ll learn how to apply the six boundary spanning practices that occur at the nexus where groups collide, intersect, and link: Buffering defines boundaries to create safety Reflecting creates understanding of boundaries to foster respect Connecting suspends boundaries to build trust Mobilizing reframes boundaries to develop community Weaving interlaces boundaries to advance interdependence Transforming cross-cuts boundaries to enable reinvention Together, these practices combine to create what authors Chris Ernst and Donna Chrobot-Mason call the Nexus Effect. The Nexus Effect allows groups to be more agile in response to changing markets; be more flexible in devising and deploying cross-functional learning and problem-solving capabilities; work with partners in deeper, more open relationships; empower virtual teams; and create a welcoming, diverse, and inclusive organization that brings out everybody's best. Boundaries exist. What matters most is how you work to bridge these divides and transform your organization's wide-ranging talents and knowledge to deliver value. With Boundary Spanning Leadership, the possibilities are limitless. For more about the book and free resources, visit www.spanboundaries.com.

Boundary Spanning in Organizations

Author : Janice Langan Fox
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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.

Trust Building and Boundary Spanning in Cross Border Management

Author : Michael Zhang
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This edited book addresses two critical issues in international management: building trust and managing boundary spanning activities between international business partners. The duel-process of internationalization of multinational corporations (MNCs), through globalisation and regionalisation, has helped MNCs to increase their market expansion and improve the capabilities of innovation and learning. By creating various forms of international strategic alliances (ISAs), MNCs have become structurally more complex and geographically more dispersed. As a result, MNCs in general and ISAs in particular face the challenges of discerning blurred organisational boundaries, reconfiguring the control mechanisms, integrating diversified resources, and coordinating distributed activities in time and space. Research in organisation behaviour indicates that boundary spanners play critical yet unspecified roles and functions in managing cross-boundary relationships. A core boundary spanning function is to build trust relationships. When organisations engage in business transactions, members of the organisations are concerned with not only the outcomes of economic transactions but also the processes of social exchanges. Boundary spanners may succeed in building interpersonal trust in a partnership, nonetheless their effort may not lead to inter-partner trust without an effective implementation of the institutionalisation process. Whereas trustworthiness is the antecedent to trust providing the basis for trust to develop, distrust manifests itself as a separate and linked concept to trust. These dynamic features of trust, trustworthiness, and distrust are critically elaborated. Trust Building and Boundary Spanning in Cross-Border Management is dedicated to explicating these under-researched themes and contributing to the emerging streams of research in micro foundations and micro-structural approaches. It illustrates the latest research on the topic and will be of interest to both students at an advanced level, academics and reflective practitioners in the fields of organisational behaviour and theory, strategic management, international strategy and strategic alliances.

Boundary Spanning Marketing Organization

Author : Springer
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Emotional Exhaustion and Its Role in Service Sabotage Among Boundary Spanners

Author : Diane R. Edmondson
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ABSTRACT: The purpose of this dissertation is to investigate how emotional exhaustion (EE) impacts a boundary spanning employee's usage of service sabotage behaviors (SSB). This dissertation also investigates how perceived organizational support (POS) and perceived supervisory support (PSS) alleviate a boundary spanning employee's EE and SSB. Furthermore, this dissertation examines how extraversion (EXT) and imagination (IMAG) moderates the relationship between POS and SSB and between PSS and SSB. A boundary spanning employee is any organizational employee who "engages in job-related interactions with a person who is considered part of the environment, who is not a member of the organization" (Robertson 1995, p. 75). These employees are important as research has shown that consumers use the attitudes and behaviors of these employees to positively or negatively impact their perceptions of the service encounter (e.g. Bitner 1990; Bowen and Schneider 1985; Pugh 2001). SSB are overt or covert behaviors which negatively affect the relationship between the organization and the customer (Harris and Ogbonna 2006, 2002). Rather than the boundary spanning employee engaging in negative behaviors towards other employees or the organization as a whole, SSB are acted upon the customer. EE occurs when an employee believes they are overextended by their work (Maslach and Jackson 1981). Boundary spanning employees are forced to display organizationally desired emotions even when encountering negative customers (Cordes and Dougherty 1993; Mulki, Jaramillo and Locander 2006). This interaction between the customer and employee may result in discontent and the employee may engage in SSB as a way to show this discontent. A boundary spanner's EE is hypothesized to positively impact SSB; therefore, it is important to investigate what will reduce or mitigate a boundary spanner's EE. Two constructs that are hypothesized to reduce both EE and SSB are POS and PSS. In order to test the hypotheses developed in this dissertation, 490 non-management retail sales and customer service employees across a variety of organizations were sampled. Results found that EE positively impacts SSB. EE also partially mediates the relationship between POS and SSB. The hypotheses associated with PSS, EXT and IMAG were not supported.

Boundary Spanning Elements and the Marketing Function in Organizations

Author : Sunil Sahadev
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This book presents current research on boundary spanning elements. The editors bring together extant knowledge in the field and present a uniform narrative. Previous studies have often been disseminated across several academic disciplines like services marketing, personal selling and sales management etc. and this monograph aggregates studies dealing with boundary spanning elements or has boundary spanning elements related to the marketing function as the main empirical platform under a uniform theoretical perspective. Each chapter in the book deals with an important research theme and synthesizes studies in relation to boundary spanning elements.

Boundary Spanner Consumption of Organizationally Provided Support Services

Author : Simona Stan
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The effectiveness of organizations is determined by the performance of boundary spanning (sales and service) employees, who are responsible for delivering value to customers and generating revenue. Boundary spanners' capacity to satisfy customers is critically dependent on organizational support. The provision of successful, value-delivering organizational support services poses effectiveness/efficiency tradeoffs. The literature underscores the importance of investing in high quality support-service provision. However, organization's resources are wasted if employees do not obtain value from effective support-service consumption (e.g., if employees are not satisfied and do not use the services). The flexibility and capacity of support services to completely satisfy employees is limited by cost and operational efficiency constraints. Employees may not appreciate and use support services unless they are educated to understand and accept the organization's support-service system. Drawing from organizational communication and socialization theory, this dissertation addresses the following objectives: (1) to explore the concept of boundary spanner consumption of organizationally provided support-services, (2) to conceptualize and empirically investigate the impact of a support-service communication/socialization mechanism for enhancing the effectiveness of boundary-spanner support-service consumption, and (3) to study the influence of the boundary spanning job-related role context on employee socialization to and consumption of the organizational support services. The empirical study consists of a mailed survey of the nation-wide salesforce of a large Midwestern financial investments services firm. The investigated support service consists of the facility support that this firm is completely outsourcing from a commercial real estate partner. A sample of 989 boundary spanners reported on their experience with the facility support services during their new office opening process. The results indicate that boundary spanner support-service consumption is impacted by: (1) effective socialization to support services (acceptance of support service goals and role behaviors and appreciation of service provider's customer orientation); (2) high communication quality during the service delivery process; (3) employees' perception of the organization's supportiveness of the boundary-spanning role; and (4) employees' level of psychological empowerment. This research provides a better understanding of the internal service exchanges in organizations and the factors that contribute to boundary spanner effectiveness. The dissertation provides specific theoretical and managerial implications.

An Analysis of the Characteristics and Functioning of Interorganizational Boundary Spanning Personnel

Author : Richard Leifer
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Organizations and Environments

Author : Howard Aldrich
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When Organizations and Environments was originally issued in 1979, it increased interest in evolutionary explanations of organizational change. Since then, scholars and practitioners have widely cited the book for its innovative answer to this question: Under what conditions do organizations change? Aldrich achieves theoretical integration across 13 chapters by using an evolutionary model that captures the essential features of relations between organizations and their environments. This model explains organizational change by focusing on the processes of variation, selection, retention, and struggle. The "environment," as conceived by Aldrich, does not refer simply to elements "out there"—beyond a set of focal organizations—but rather to concentrations of resources, power, political domination, and most concretely, other organizations. Scholars using Aldrich's model have examined the societal context within which founders create organizations and whether those organizations survive or fail, rise to prominence, or sink into obscurity. A preface to the reprinted edition frames the utility of this classic for tomorrow's researchers and businesspeople.

The Role Of Organizational Boundary Spanners In Industry University Collaborative Relationships

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A critical component of the nation's innovation explosion has been collaborative partnerships between industry and universities. More so than relations between multiple industry members (industry-industry) or government agencies (industry-government), industry-university relationships are focused on research and development. The number of industry-university research centers (IUC) in the United States has increased dramatically over the last two decades (National Science Board, 2002). However, organizations vary tremendously in terms of the benefits they report from participation in an IUC (NSF- IUCRC Process/ Outcome Survey Results, 2003). The underlying cause of the variation in benefits is yet unknown (Ailes, Roessner & Feller, 1997). Different roles played by the boundary role incumbents who represent the organization to the center, known as the Industrial Advisory Board (IAB), may affect firm benefits which in turn affect center outcomes. The purpose of the current study is to examine the tasks and characteristics of boundary spanning IAB representatives and their impact on vital outcomes associated with IUC research including R & D, commercialization, and professional networking. The current study utilized a cross sectional survey design and examined (n=220) IAB representatives from 35 national and state level IUCs. Results from OLS and logistic regression analyses suggest that IAB representatives play not one but four distinct roles (representative, internal boundary-spanner, external boundary-spanner, and technology champion). External boundary-spanning was found to be the strongest predictor of increased firm benefits. Guidance for firms seeking to maximize benefits from participation in an IUC, and best practices for personnel selection and training of an IAB representative are discussed.

Intra organizational Boundary Spanning and Performance

Author : Wm. B. Zachary
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Boundary spanning Power and Control in Professional Human Service Organizations

Author : Gerald Joseph Zeitz
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User Integration in Sustainable Product Development

Author : Esther Hoffmann
File Size : 74.31 MB
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Changes in production and consumption patterns are a crucial element in advancing the sustainability agenda. Many companies are now contributing to such efforts through a focus on sustainable innovation when developing new products and services. However, problematically, many such products fail as consumers reject them in the marketplace. User integration in product development is a well-suited approach to increase the usability and the marketability of new products. This book asks the following question: under what conditions can companies trigger sustainability-oriented organizational learning processes by integrating consumers in product development? The author analyses this question by studying a new approach called INNOCOPE (Innovating through consumer-integrated product development). The analysis is based on a process model of organizational learning, distinguishing different learning phases and related boundary-spanning activities. The case study shows that boundary spanning and communication with external actors may directly affect almost all phases of the organizational learning process. Depending on the organizational learning phase, specific boundary-spanning activities are identified that can be characterized as outside-in, inside-in or inside-out directed processes. Moreover, the book describes supportive conditions for user integration with regard to the company, the product, the users involved and the communication process, and provides managerial recommendations. User Integration in Sustainable Product Development sheds new light on the interaction between companies and users in innovation processes and how they relate to sustainable product development. Its focus on organizational learning at and across the boundaries of companies is original, stimulating, improves our understanding of user–producer interactions and distinguishes the book from other publications on the market. The book provides a hugely comprehensive overview of user integration in innovation processes: its advantages, problems and weaknesses, and the methods in which it is currently applied. This, along with a systematic analysis of organisational learning provides the reader with a complete understanding of what has to be considered when studying user-producer interactions from a company perspective and provides the basis for further improvements and company strategies to advance the take-up of sustainable products. The book will be essential reading for academics and practitioners involved with organizational learning, innovation studies, sustainable design and product development, and marketing.

Governance and Complexity in Water Management

Author : Hans Bressers
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The premise of this book is that careful reconsideration of strategies to achieve water management ambitions, together with more in-depth knowledge on the theories and practices of boundary spanning, could bring solutions for contemporary water problems within reach. The book integrates boundary work approaches, new forms of governance and water resource management to explore frameworks for spanning sector, scale and time boundaries. Structured case studies reflect the experiences and lessons of cooperation and exchange with professional water managers and their projects. Recommendations for boundary spanning in practice are presented, and important contemporary water management themes including flooding and flood policy, water depletion and water restoration are discussed in depth. Incorporating conceptual, theoretical and practical foci to address complexity and conflict in adaptive water management, this book will strongly appeal to academics, researchers and practitioners in the areas of water management, planning and sustainability.

Roles of boundary spanning individuals in decision making involving organization environment communication

Author : Jonathan Peter White
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Characteristics of Boundary Spanning Individuals

Author : Michael Tushman
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LIMITS AND OPPORTUNITIES OF A MATRIX ORGANIZATION

Author : JASMINE. SHAHANI
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This book investigates the functioning of contemporary matrix organizations based on a case study of a German leading commercial vehicle manufacturer. It creates a framework for research of matrix organizations and demonstrates empirically how a contemporary MNC can promote lateral coordination through the use of a matrix organization. The significant issues of decision-making and conflict in matrix structures, as well as the role of organizational cultures is analysed. The importance of boundary spanning as well as the boundary spanning skills needed and developed by a matrix organization have been identified. This work brings significant empirical understanding of matrix organizations thanks to a rich research field combined with a novel framework for analysis of matrix organizations. Contents Decision-making Types in the Matrix Knowledge Sharing in the Matrix to Facilitate Exploration Activities Organizational Culture and Identity Issues Boundary Spanning Activities and Skills Target Groups Scientists and students in the field of organizational behaviour, human resources, management and international business Managers in complex and large organizations, HR professionals About the Author Jasmine Shahani is a French-British Business Administration graduate who did her PhD at the University of Fribourg (Switzerland). She now works with Human Resources Strategy within the automotive industry, focusing on cultural change and facilitating collaboration across brands.