A bridge too far? How boundary spanning networks drive organizational change and effectiveness

Cross, Rob; Ernst, Christian; Pasmore, Bill

doi:10.1016/j.orgdyn.2013.03.001

Cited by 62 publications

(41 citation statements)

References 1 publication

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“…Such studies include Burke and Litwin's (1992) A second group of studies concentrates on the "contexts" (i.e., circumstances or situations of change), taking both internal and external perspectives (Armenakis and Bedeian, 1999). For instance, Haveman (1992) analyses legislative and technological factors and their effects on organisational change; and Cross et al (2013) explain how variables in a business ecosystem influence organisational change.…”

Section: Theoretical Framework Of Organisational Changementioning

confidence: 99%

Servitization: revisiting the state-of-the-art and research priorities

Baines

Bigdeli

Bustinza

et al. 2017

IJOPM

561

520

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Purpose -This paper consolidates the servitization knowledge base from an organisational change perspective, identifying developed, developing and undeveloped topics to provide a platform that directs future research.Design/methodology/approach -This paper addresses three objectives: a) it comprehensively examines organisational change management literature for selection of a theoretical framework, b) it classifies extant studies within the framework through a systemic literature review, and (c) it analyses 232 selected papers and proposes a research agenda.Findings -Analysis suggests increasing global awareness of the importance of services to manufacturers. However, some topics, especially related to servitization transformation, remain undeveloped.Research limitations/implications -Although the authors tried to include all publications relevant to servitization, some might not have been captured. Evaluation and interpretation relied on the research team and subsequent research workshops.Practical implications -One of the most significant challenges for practitioners of servitization is how to transform a manufacturing organisation to exploit the opportunity. This paper consolidates literature regarding servitization, identifying progress concerning key research topics and contributing a platform for future research. The goal is to inform research to result eventually in a roadmap for practitioners seeking to servitize.Originality/value -Although extant reviews of servitization identify themes that are examined well, they struggle to identify unanswered questions. This paper addresses this gap by focusing on servitization as a process of organisational change.

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Section: Theoretical Framework Of Organisational Changementioning

confidence: 99%

Servitization: revisiting the state-of-the-art and research priorities

Baines

Bigdeli

Bustinza

et al. 2017

IJOPM

561

520

View full text Add to dashboard Cite

show abstract

“…Energy policy issues have a fundamental characteristic which refers to its boundary spanning nature [125]. Energy policy is not just about energy issues.…”

Section: Institutions Policy Decision-making and Energy Infrastructmentioning

confidence: 99%

Influences on energy supply infrastructure: A comparison of different theoretical perspectives

Edomah¹,

Foulds²,

Jones³

2017

Renewable and Sustainable Energy Reviews

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Changes to the energy supply infrastructure are a vital component of climate change mitigation strategies. But what exactly underlies changes to energy supply infrastructure? This paper, through exploration and critical analysis of relevant literature, explores the various underpinning influences on energy infrastructure supply using a comparison of different theoretical perspectives. These influences were explored with specific emphasis on techno-economics, social psychology, socio-technical transitions, social practices and institutional dimensions to energy supply. The aim was to have a better understanding of the (direct and indirect) role of politics and the political system in influencing energy supply infrastructure decisions through the various theoretical lenses. The study revealed that techno-economics uses financial instruments and market information as intervention tools. Its effectiveness is measured by social welfare and cost effectiveness. Social psychology uses a combination of information, incentives and innovative informative instruments as its intervention tools. Its effectiveness is measured by behavioural change. Institutions use regulatory instruments as its intervention tool. Its effectiveness is measured by regulatory compliance. Social practices look at change in broader social systems. Its effectiveness is measured by social change. Socio-technical transitions focus on determining social movements and social innovations. Its effectiveness is measured by legitimacy and social learning.

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“…Resister-Practically the opposite of energizers and tend to block a change effort; as Cross et al (2013) put it, these can be only a few people but "5% of employees cause 95% of the misery" (p. 83). Cross et al (2013) go on to argue persuasively that many organization change failures are due to an inability and/or perhaps an unwillingness to work across boundaries such as vertical (hierarchy and status), horizontal (peers, competitors, and experts), stakeholder (partners and constituencies), demographic (gender, age, and culture), and geographic (location and markets). Their organization change model is therefore an integration of network analysis and boundary spanning, that is, the network analysis helps to identify the key roles for effective boundary spanning.…”

Section: Loosely Coupled Systems and The Change Process: Social Netwomentioning

confidence: 99%

“…In an LCS social power is the key identifier. People who have this form of power are those recognized by Gladwell (2000) as connectors, mavens, and salesman and by Cross et al (2013) as connectors, brokers, energizers, and resisters, and those recognized by Battilana and Casciaro (2012) as network members who provide novel ideas that challenge the status quo and those who are talented at getting ideas implemented. Enhancing leadership in an LCS is a matter of identifying and coaching those who have social power.…”

Section: Interventionmentioning

confidence: 99%

Changing Loosely Coupled Systems

Burke

2014

The Journal of Applied Behavioral Science

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In addition to comparing and contrasting loosely coupled systems with tightly coupled systems the purpose of this article is to explore the complexities of attempting to change loosely coupled systems. The change process is often in the direction of tightening a loosely coupled system but not always. Thus the intent is more exploratory than necessarily directional. Social network analysis is a popular and useful tool for understanding a loosely coupled system and serves the consulting process both diagnostically and as an intervention. A network is a common example of a loosely coupled system. There are two primary forms of network-external and internal. External networks are typically stand-alone organizations such as the Organization Development Network and internal networks are best understood as the informal organization within a large and probably highly bureaucratic system. Regarding change the objectives are different depending on which kind of network is being addressed. Other interventions that are appropriate for consulting with a loosely coupled system include large group, for example, search conference and the parallel organization. Using Weick's processes as a guide for changing a loosely coupled system suggestions for how to conduct such consultation are provided. Conclusions include a brief exploration on power and an admonition to redress the imbalance between what we know about changing tightly coupled systems and what we do not know about changing loosely coupled systems.

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A bridge too far? How boundary spanning networks drive organizational change and effectiveness

Cited by 62 publications

References 1 publication

Servitization: revisiting the state-of-the-art and research priorities

Servitization: revisiting the state-of-the-art and research priorities

Influences on energy supply infrastructure: A comparison of different theoretical perspectives

Changing Loosely Coupled Systems

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