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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 />

116

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