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Bridging boundaries between organizations in construction

Pemsel, Sofia LU and Widén, Kristian LU (2011) In Construction Management and Economics 29(5). p.495-506
Abstract
Organizations have boundaries that serve various purposes; for example, differentiating internal operations from external activities and controlling flows of information. Boundaries can however hinder knowledge exchange in inter‐organizational collaboration, leading to less effective outcomes. Empirical results from comparative case studies on how boundaries between organizations in a project can be bridged effectively to support knowledge exchange are presented. End‐user organizations and real estate companies form the subjects of the enquiry. The results show that the depth of involvement of the end‐user organization varies widely and, with it, the use of bridging roles and activities. To identify bridging strategies that can foster... (More)
Organizations have boundaries that serve various purposes; for example, differentiating internal operations from external activities and controlling flows of information. Boundaries can however hinder knowledge exchange in inter‐organizational collaboration, leading to less effective outcomes. Empirical results from comparative case studies on how boundaries between organizations in a project can be bridged effectively to support knowledge exchange are presented. End‐user organizations and real estate companies form the subjects of the enquiry. The results show that the depth of involvement of the end‐user organization varies widely and, with it, the use of bridging roles and activities. To identify bridging strategies that can foster productive knowledge exchange in inter‐organizational collaboration, it is necessary to understand contextual aspects of end‐users’ needs to ensure the availability of sufficient competence within, and time for, the project team to perform its duties. (Less)
Please use this url to cite or link to this publication:
author
organization
publishing date
type
Contribution to journal
publication status
published
subject
in
Construction Management and Economics
volume
29
issue
5
pages
495 - 506
publisher
Taylor & Francis
external identifiers
  • Scopus:79959193181
ISSN
1466-433X
DOI
10.1080/01446193.2011.563786
language
English
LU publication?
yes
id
5e9869c3-1264-4603-9ddd-7d4cdeafdc55 (old id 2172124)
date added to LUP
2011-10-06 12:02:03
date last changed
2017-02-05 04:42:51
@article{5e9869c3-1264-4603-9ddd-7d4cdeafdc55,
  abstract     = {Organizations have boundaries that serve various purposes; for example, differentiating internal operations from external activities and controlling flows of information. Boundaries can however hinder knowledge exchange in inter‐organizational collaboration, leading to less effective outcomes. Empirical results from comparative case studies on how boundaries between organizations in a project can be bridged effectively to support knowledge exchange are presented. End‐user organizations and real estate companies form the subjects of the enquiry. The results show that the depth of involvement of the end‐user organization varies widely and, with it, the use of bridging roles and activities. To identify bridging strategies that can foster productive knowledge exchange in inter‐organizational collaboration, it is necessary to understand contextual aspects of end‐users’ needs to ensure the availability of sufficient competence within, and time for, the project team to perform its duties.},
  author       = {Pemsel, Sofia and Widén, Kristian},
  issn         = {1466-433X},
  language     = {eng},
  number       = {5},
  pages        = {495--506},
  publisher    = {Taylor & Francis},
  series       = {Construction Management and Economics},
  title        = {Bridging boundaries between organizations in construction},
  url          = {http://dx.doi.org/10.1080/01446193.2011.563786},
  volume       = {29},
  year         = {2011},
}