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

Results
Like task coordinating activities, influencing activities seem to indicate
(rather than contribute to) successful program initiation, since their
existence means that the program has started to have effects in its
organizational context.
As can be seen from Table 20, boundary activities were analyzed to
contribute to all other dimensions of readiness for change program
implementation except for the existence of skillful, committed and
charismatic program leaders. In this case the causality appears rather to
run in the opposite direction: skillful, charismatic and committed leaders of
the change programs were those who actively performed various kinds of
boundary activities in order to achieve the required readiness. The role of
the program’s key managers in creating readiness for change is examined in
more detail in section 4.6, where contextual factors affecting the findings
are discussed. Before that, the three cases are compared and contrasted in
terms of the amount of boundary activity combined with the level of
readiness for change.
4.5.5 Comparison of the findings across the cases
The identified associations between the different types of boundary
activities and the indicators of readiness for change program
implementation may explain some central differences in the progress of the
three case programs. As stated in the earlier sections of this chapter, the
three examined cases showed considerable differences in the amount of
boundary activity, as well as in the perceived level of readiness for change
program implementation. Figure 13 summarizes the relative positions of
the three cases in terms of the amount of boundary activity and the overall
readiness for change program implementation.
Figure 13 Association between the relative amount of boundary activity and the perceived
overall readiness for change
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