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

Appendix 4: Illustrations of boundary activities in the three cases
CASE CENTER
Categories and types of
boundary activities
Description of the activity in the case Examples of quotes Frequency
(total:
140 quotes)
% of
activities
Category I: Defining and shaping the boundary 43 31%
Positioning and negotiating Early program activities focused largely on negotiations
between the key program actors and the line managers.
The program was discussed in Center’s management group
and in unit manager meetings. Top managers of Center and
its subsidiaries also gathered into special meetings to
discuss the program.
Unit manager and coordination group member: “In the beginning,
a meeting was organized among the unit managers and subsidiary
managers. I have to say that the discussion drifted from one
direction to another… It was probably good that everyone was
able to express their thoughts, but it felt like we all had different
views of what we are after.”
25 18%
Linking Program-related activities were performed in different
parts of Center’s organization as experts’ daily work, and
the key program actors tried to identify these activities and
link them to the program. Also, meetings were organized
with the managers of the projects in Center’s R&D
portfolio to create connections.
Program manager: “We have this R&D portfolio and we have
categorized its projects under the sub-program titles, we have held
meetings to discuss these connections.”
11 8%
Task coordinating There were some attempts to coordinate program activities
and other work in Center. Most of these were performed
by a few active program participants who saw their role as
coordinators between the program and the related activities
in their own unit.
Unit manager actively involved in the program: “We have this line
organization and then we have this [program organization]. I’d
say that I’m at the border of these two. … I have been going back
and forth between these two.”
7 5%
Category II: Crossing the boundary inwards 32 23%
Information seeking Information was acquired by inviting people to programrelated
meetings and by ad hoc discussions. For example, a
survey was sent to Center’s experts and a series of early
coordination group meetings where organized where
managers of all involved units discussed the goals and
scope of the program.
Peripheral program participant:” “I remember a phase when each
expert replied to a survey of potential legal barriers [in the
program’s area] in their area of expertise. I also replied and
concluded that we have two issues in the legislation that prevent us
from doing these things in a rational way and that should
definitely be changed.”
27 19%
Resource seeking There were some efforts to seek resources for the program.
The key program actors tried to identify people who could
contribute to the program either as key participants or as
support resources.
Unit manager actively involved in the program: ”We are trying to
get a communications expert involved in the program office, since
we have realized that communication is a central way to advance
these issues.“
5 4%