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dc.contributor.authorLangley, Ann
dc.contributor.authorLindberg, Kajsa
dc.contributor.authorMørk, Bjørn Erik
dc.contributor.authorNicolini, Davide
dc.contributor.authorraviola, elena
dc.contributor.authorWalter, Lars
dc.date.accessioned2019-12-03T12:47:54Z
dc.date.available2019-12-03T12:47:54Z
dc.date.created2019-07-26T22:49:01Z
dc.date.issued2019
dc.identifier.citationThe Academy of Management Annals. 2019, 13 (2), 704-736.nb_NO
dc.identifier.issn1941-6520
dc.identifier.urihttp://hdl.handle.net/11250/2631521
dc.description.abstractThis article reviews scholarship dealing with the notion of “boundary work,” defined as purposeful individual and collective effort to influence the social, symbolic, material, or temporal boundaries, demarcations; and distinctions affecting groups, occupations, and organizations. We identify and explore the implications of three conceptually distinct but interrelated forms of boundary work emerging from the literature. Competitive boundary work involves mobilizing boundaries to establish some kind of advantage over others. In contrast, collaborative boundary work is concerned with aligning boundaries to enable collaboration. Finally, configurational boundary work involves manipulating patterns of differentiation and integration among groups to ensure that certain activities are brought together, whereas others are kept apart, orienting the domains of competition and collaboration. We argue that the notion of boundary work can contribute to the development of a uniquely processual view of organizational design as open-ended, and continually becoming, an orientation with significant future potential for understanding novel forms of organizing, and for integrating agency, power dynamics, materiality, and temporality into the study of organizing.nb_NO
dc.language.isoengnb_NO
dc.publisherAcademy of managementnb_NO
dc.relation.urihttps://journals.aom.org/doi/10.5465/annals.2017.0089
dc.titleBoundary Work among Groups, Occupations, and Organizations: From Cartography to Processnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber704-736nb_NO
dc.source.volume13nb_NO
dc.source.journalThe Academy of Management Annalsnb_NO
dc.source.issue2nb_NO
dc.identifier.doi10.5465/annals.2017.0089
dc.identifier.cristin1712934
cristin.unitcode158,8,0,0
cristin.unitnameInstitutt for strategi og entreprenørskap
cristin.ispublishedtrue
cristin.fulltextpreprint
cristin.qualitycode1


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