Boundary activities and readiness for ... - Projekti-Instituutti

Introduction
structures and processes for program implementation, in addition to
linking the emerging program with the wider organizational context.
This study is based on the notion that change programs are embedded in
their parent organizations and in constant interaction with their
organizational context. Although project management research has
traditionally viewed projects as isolated entities, recent studies have
encouraged researchers to examine projects and programs in their context
(Engwall, 2003; Jensen, Johansson, & Löfström, 2006; Pellegrinelli,
Partington, Hemingway, Mohdzain, & Shah, 2007). In particular, previous
research has shown how projects and programs are linked to their parent
organization through their goals, structures, locations, processes,
technologies, resources, routines and knowledge (e.g. Heller, 1999;
Lakemond & Berggren, 2006). The interaction between a change program
and its parent organization is particularly interesting, since the program
aims at changing the parent organization whilst receiving its resources and
the entire reason for existence from the parent. Adding to the complexity,
the participation in the program may be part-time, and the program staff
may simultaneously act as the recipients of the changes generated by the
program. Change programs are both influenced by and seek to influence
their organizational contexts (Pellegrinelli et al., 2007), highlighting the
need to actively manage the program’s external relations.
The interplay between a change program and its parent organization is
especially interesting during the early stage of a program. Large change
efforts tend to be truly unique and there is often little prior experience
guiding the activities (Ekstedt, Lundin, Söderholm, & Wirdenius, 1999).
Different stakeholders within the parent organization have distinct interests
and expectations towards the program, and aligning these views may be a
considerable challenge (Thiry, 2004a). During the early program stage, the
emerging program needs to be set up, assigned resources, distinguished as
a legitimate organizational entity, and given its own place in the larger
organizational context (Lundin & Söderholm, 1995). The key challenge of
program initiation is to create a proper foundation for the forthcoming
change.
Literature on organizational change management has recognized the
importance of giving a change endeavor a proper start (e.g. Bruch, Gerber,
& Maier, 2005; Gioia & Chittipeddi, 1991; Howes & Quinn, 1978; Kotter,
1995). In recent years, a growing number of studies have approached this
challenge as ensuring readiness for change (e.g. Armenakis, Harris &
Mossholder, 1993; Armenakis & Harris, 2002; By, 2007; Jones, Jimmieson,
& Griffiths, 2005; Weiner, Amick, & Lee, 2008). Research has suggested
that readiness for change may be created and promoted e.g. by providing
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