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

Theoretical background
theoretical and an analytical problem that depends on the specific
conceptual and empirical context (Aldrich & Herker, 1977; Scott, 2003). In
the case of organizational change programs, the problem of boundary
definition is highlighted due to the programs’ embeddedness in their
context (Ekstedt et al., 1999). Especially during the early phase of a
program, the boundary is likely to be highly blurred and hard to define. The
boundary definition also depends on the perspective adopted. Even if
managers may define and promote the change program explicitly,
employees at the lower level of the organization may find it hard to
distinguish and define the program (Blomquist & Packendorff, 1998).
Adding to the challenge of boundary definition, organizational boundaries
are not static but they often fluctuate over time (Hernes, 2004; Leifer &
Delbecq, 1978; Scott, 2003). A change project’s or a program’s boundaries
are especially dynamic. For example, a project’s boundaries may expand as
the project proceeds and more people get involved in the project-related
activities (Ratcheva, 2009).
2.4.2 Boundary spanning and its theoretical origins
Boundary spanning refers to the set of activities involved in the
organization-environment interaction (Jemison, 1984). Boundary spanning
is about linking an organization to its environment (Aldrich & Herker, 1977)
and coordinating the boundary. The terms external activities or external
functions are used in the same manner to refer to those organizational
activities that relate to the organization’s interaction with its environment
(Ancona & Caldwell, 1988; 1992a). Although the term boundary spanning
refers to the actual bridging of the boundaries, other boundary related
activities may be included, such as setting and shaping the boundaries, and
buffering or guarding them. Correspondingly, Yan and Louis (1999: 29)
propose the wider term of boundary work and define it as “the activities in
which a system is engaged to deal with its environment, ranging from
preserving resources in the face of competing demands to preventing
environmental disruptions and collecting resources and support”. As
boundary spanning is an established term in organization theory, the term
is used in this section. In the later chapters of the dissertation, the attention
is centered towards a wider set of boundary-related activities, and thus the
term boundary activity is employed.
The basic premise of boundary spanning is that organizations control
their boundaries in order to reduce uncertainty and maintain autonomy
(Russ, Galang, & Ferris, 1998). Thompson (1967) was among the early
scholars who discussed boundary spanning, pointing out that organizations
face a paradox of simultaneously sustaining internal stability and being
responsive and adaptable to changes stemming from the external
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