O Organization, Where Art Thou? Tracing the Multiple Layers of Ambiguous and Shifting Boundary Processes in a Formal Organization

Abstract

In this article, I use an empirical case from a Norwegian transnational maritime company to discuss organizational boundaries and, implicitly, organizational form. I focus on the relationship of the formal organization as a legal entity to its outside world and ask how boundary work toward external actors takes form. My empirical case shows that there is not an unproblematic "inside" that engages with the outside world and, as a result, I question the usefulness of some of the concepts used to talk about boundary processes. To understand the latter, where the boundaries drawn are multiple, flexible, and dependent on the situation, I adopt Bowker and Star's (2000) concept of "boundary object," which allows the discussion to focus on boundaries in terms of the continuous work of making a "shared space", rather than of limits between the various parties.

KAPITTEL 6 Rom for selvhjelp. Sosialt entreprenørskap og offentlig–frivillig samarbeid

“…Det gir et potensial for at objektet kan brukes på både fleksible måter (med rom for tolkninger) og standardiserte (spesialiserte) måter. Teorien kan brukes til å belyse enkelte tema som ellers er lite i fokus, blant annet hvordan aktører med ulike ståsted og med ulike interesser kan skape et felles handlingsrom (shared space) (Giskeødegård, 2016). For mitt formål er det problematiseringen av forholdet mellom fleksibilitet og standardisering som fremstår som spesielt nyttig.…”

Journeying towards sustainable business models

“…Organizational boundaries display an underlying 'force' for (non)alignment. Boundaries emerge when they become socially relevant, and therefore provide leads to what is really at stake: what there is to shift and what there is to protect (Barth, 1969;Giskeødegård, 2016;Paulsen and Hernes, 2003). Therefore, boundary work processes are particularly insightful for learning about stakeholders in SBMI, rather than just the value exchanges, transcending the design of SBMs and value exchanges as such (Keränen et al, 2020).…”

“…Boundary work considers boundaries of multiple actors to emerge and change iteratively through challenging and negotiating processes instead of being explored and set 'inside-out' by the firm (Freudenreich et al, 2019;Hörisch et al, 2014;Seuring and Gold, 2013). Previous research has provided a framework to help businesses navigate boundary work and distinguishes between the exploration, brokering and implementation of organizational boundary changes in relation to value opportunities (Antikainen and Valkokari, 2016;Baldassarre et al, 2019;Giskeødegård, 2016;.…”