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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Categories <strong>and</strong> types of<br />
boundary <strong>activities</strong><br />
Description of the activity in the case Examples of quotes Frequency<br />
(total:<br />
140 quotes)<br />
% of<br />
<strong>activities</strong><br />
Category III: Crossing the boundary outwards 58 42%<br />
In<strong>for</strong>ming In<strong>for</strong>ming was the most common type of boundary activity<br />
in Center. Key program actors had discussed the program<br />
with various experts in the organization, <strong>and</strong> the program<br />
had been on the agenda in Center’s management group<br />
meetings, where top managers were in<strong>for</strong>med about the<br />
program’s existence <strong>and</strong> goals. The program manager had<br />
also given presentations about the program in Center’s<br />
personnel meetings.<br />
Subsidiary manager <strong>and</strong> coordination group member: “Last spring<br />
we had two of these strategy meetings or seminars <strong>for</strong> the whole<br />
personnel. [The program manager] participated in one of these<br />
two, <strong>and</strong> there were quite good discussions.”<br />
50 36%<br />
Legitimating <strong>and</strong> committing Just a few legitimating <strong>and</strong> committing <strong>activities</strong> were<br />
found. Some mentioned the program management<br />
workshops organized by the university research team as a<br />
way to legitimate the program management approach. The<br />
unit manager meetings where the program had been<br />
discussed were also mentioned not only as a way to gain<br />
insight from unit managers but also as a means to commit<br />
the unit managers to the program.<br />
Unit manager actively involved in the program: “The discussion in<br />
the meeting was quite versatile: some saw very ambitious goals<br />
<strong>and</strong> some wondered whether the objective is to come up with a<br />
publication. But it was good that we had those discussions, <strong>and</strong> we<br />
also gained some commitment from the unit managers who are<br />
involved in this.”<br />
6 4%<br />
Influencing Only two identified <strong>activities</strong> related to influencing. As a<br />
rare example, an expert involved in initiation explained<br />
how the program work also contributed to her other work<br />
tasks.<br />
Peripheral program participant: “Since one gets all kinds of<br />
invitations, one has to seriously consider whether to participate or<br />
not, but if it benefits me in my [line] tasks, <strong>and</strong> if it relates to my<br />
[area of expertise], then I always try to participate as much as<br />
possible. There is often something to gain <strong>and</strong> if you also can<br />
contribute, then there is mutual [benefit].”<br />
2 1%<br />
Category IV: Blocking the boundary 6 4%<br />
Guarding Just a few guarding <strong>activities</strong> were found, related to how<br />
some people, central experts, had not been included in the<br />
early program work, <strong>and</strong> how one of Center’s units was<br />
practically scoped out of the program.<br />
Subsidiary manager <strong>and</strong> steering group member: “A representative<br />
of our unit has not been invited to these meetings, even though this<br />
person is probably one of the leading experts [in this area] in<br />
Finl<strong>and</strong>.”<br />
6 4%<br />
Enclosing No intentional enclosing <strong>activities</strong> were found in Center. N/A 0 0%