Organizational Boundary Spanning in Institutionalized Environments

1987 ◽  
Vol 30 (3) ◽  
pp. 456-476 ◽  
Author(s):  
Mary L. Fennell ◽  
Jeffrey A. Alexander
Keyword(s):  
Boundary Spanning ◽  
Organizational Boundary

ORGANIZATIONAL BOUNDARY SPANNING IN INSTITUTIONALIZED ENVIRONMENTS.

1987 ◽  
Vol 30 (3) ◽  
pp. 456-476 ◽  
Author(s):  
M. L. Fennell ◽  
J. A. Alexander
Keyword(s):  
Boundary Spanning ◽  
Organizational Boundary

The effects of Knowledgebase Decomposability on Organizational Boundary Spanning Behavior

2015 ◽  
Vol 2015 (1) ◽  
pp. 16995
Author(s):  
Ruud Sneep ◽  
Louis Mulotte ◽  
Tim de Leeuw ◽  
Geert Duysters
Keyword(s):  
Boundary Spanning ◽  
Organizational Boundary

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.

Elaborating Public Relations Roles

1996 ◽  
Vol 73 (2) ◽  
pp. 467-477 ◽  
Author(s):  
Greg Leichty ◽  
Jeff Springston
Keyword(s):  
Cluster Analysis ◽  
Public Relations ◽  
Boundary Spanning ◽  
Minor Role ◽  
Organizational Boundary ◽  
Criterion Variables

This study investigated the structure of public relations roles. Broom and Smith's role questionnaire was factor analyzed in conjunction with items used in studies of organizational boundary spanning. Eight activity factors were extracted in the analysis. Four primary practitioner roles and one minor role were subsequently identified in a cluster analysis. The clusters refined and elaborated previous PR roles concepts in important ways. Two practitioner types give high priority to technical activities even though they also scored high on managerial and boundary spanning activities. A validation analysis showed that the practitioner groups could be differentiated on relevant criterion variables.

scholarly journals Women and inter-organizational boundary spanning: A way into upper management?

2017 ◽  
Vol 23 (2) ◽  
pp. 70-81 ◽  
Author(s):  
Pedro Araújo-Pinzón ◽  
Concha Álvarez-Dardet ◽  
Juan Manuel Ramón-Jerónimo ◽  
Raquel Flórez-López
Keyword(s):  
Boundary Spanning ◽  
Upper Management ◽  
Organizational Boundary
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