Boundary activities and readiness for ... - Projekti-Instituutti
Boundary activities and readiness for ... - Projekti-Instituutti
Boundary activities and readiness for ... - Projekti-Instituutti
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Results<br />
program was seen to be on track, although some individual projects had<br />
suffered from delays.<br />
To plan the implementation phase of the program, local change groups<br />
had been recently established in Chain’s local units. Some people were still<br />
concerned that the local units had not been involved enough in the<br />
program, which caused uncertainty concerning the <strong>for</strong>thcoming<br />
implementation ef<strong>for</strong>ts. At the time of the second round of interviews the<br />
implementation phase was planned to take another two years, after which<br />
the pursued savings were hoped to be realized.<br />
In the further analyses, the program initiation in case Chain is viewed to<br />
start when Domain’s management board sketched the early program<br />
structure in the strategy seminar. The program initiation took about two<br />
years <strong>and</strong> ended just be<strong>for</strong>e the second round of interviews, when most of<br />
the program’s projects had finalized their plans <strong>and</strong> reached early<br />
implementation.<br />
4.2 Indicators of the boundary between a change program <strong>and</strong><br />
its parent organization<br />
The first research question addresses the boundary between a change<br />
program <strong>and</strong> its parent organization. Next, the identified indicators of the<br />
boundary are presented, results <strong>for</strong> each case are described, <strong>and</strong> the<br />
findings are summarized.<br />
4.2.1 Indicators of the program-parent organization boundary<br />
To gain a more in-depth underst<strong>and</strong>ing of the nature of the programparent<br />
organization boundary, the indicators of the boundary were<br />
analyzed. With the help of previous literature on organizational boundaries,<br />
a categorization of different aspects of the boundary was constructed during<br />
the analysis of the research data. Building on the categorizations of<br />
organizational boundaries presented by Hirschhorn <strong>and</strong> Gilmore (1992)<br />
<strong>and</strong> Scott (2003), the boundaries between the change programs <strong>and</strong> their<br />
parent organizations were analyzed to be <strong>for</strong>med from six types of<br />
boundaries: task boundaries, authority boundaries, temporal boundaries,<br />
physical <strong>and</strong> social boundaries, social <strong>and</strong> identity boundaries, <strong>and</strong><br />
knowledge boundaries. Table 12 describes how each of these boundary<br />
types appeared in the research data, <strong>and</strong> Figure 11 provides an illustration<br />
of the different boundary types.<br />
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