This study contributes to the literature on global boundary spanning by taking a learning perspective that positions the boundary spanner as an active change agent. Grounded in a practice‐based theory of knowledge, it considers boundary spanning as the negotiation of knowledge and relationships across fields of practice. We argue that global boundary spanning is a long‐term commitment to help internal members become aware of foreign knowledge practices, see these practices as valuable, and adopt them internally. We frame the activities of the boundary spanner within a scaffolding framework that theorizes boundary spanning as a combination of ability, persistent willingness, and opportunity. Here scaffolding refers to the cognitive, relational, and material supports enacted by boundary spanners that facilitate organization members’ engagement in practices that allow for the awareness, capacity building, and commitment to adoption of foreign practices. We draw on interviews from international returnee managers employed in large Korean financial firms.

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PurposeThe purpose of this paper is to investigate employees' reactions to a comprehensive change: to change aspects of the organization's working atmosphere at a mid‐sized municipal government located in Ontario, Canada. It aims to use the perception of success of the ongoing change effort as the main dependent variable.Design/methodology/approachThe study was cross‐sectional in nature. Data were collected via a survey, and correlational analysis and PLS were used to analyze the data.FindingsThe results showed that the relationship between perceptions of success of the ongoing change effort and perceived sense of competence; affective commitment; satisfaction with organizational members; opportunities to participate in decision making; opportunities for development and growth; and respect in the workplace was significant.Research limitations/implicationsFuture studies should include a more objective measure of success of the change efforts, such as absenteeism, turnover, levels of service provided, helping behavior and other organizational citizenship behaviors, and grievances filed.Practical implicationsIndividual and workplace variables explain significant variance in the perception of success to improve the working atmosphere at a municipal organization. These variables should be given consideration during the implementation of change. Anecdotal evidence often indicates that leaders faced with comprehensive change do things that conflict with increasing readiness for change and to create enthusiasm for the change.Originality/valueGovernment agencies face unprecedented change. It is imperative for these organizations to manage change in an effective and efficient manner in their pursuit of creating public value. Research on change in public sector organizations is sparse.

This study investigates how service small and medium-sized enterprises (SMEs) overcome challenges of internationalizing when expanding to markets that are both institutionally and geographically distant. The data is qualitative and collected through a forum on the internationalization of service SMEs. We examine high tech service SMEs from Alberta, Canada where most internationalization has occurred within North American Free Trade Agreement (NAFTA). We develop an understanding of how these firms need to consider the unique environments in institutionally distant economies to successfully enter Asian markets. Using industry and country experts, we develop a 4P (Potential, Proposition, Presence and Policy) framework for service SME strategies to expand to China, India and Korea. The article contributes to the sparse literature on the internationalization of service SMEs into institutionally distant markets.

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