The role of the boundary spanner in bringing about innovation in cross-sector partnerships

The human impact on the emergence of firm supply chain agility: a multilevel framework

“…If a person is not able to read external signals on a continuous and accurate basis, her/his reactions could be either too slow or erratic to sustain genuine agility. This is especially relevant to boundary-spanning managers who link firms with their external environment (Ryan & O'malley, 2016). As such, perceptivity forms the ground of the managerial actions of sensing and discerning environmental change, and opportunity identification could be viewed as the manifestation of perceptive capabilities (Gaglio & Katz, 2001).…”

“…The firm's ability to sense external opportunities and threats can be grounded in the managers' perceptivity and ensuing activities of identifying opportunities and risks facing the firm and its supply chain. In so doing, (boundary-spanning) managers rely on relationships with external agents and interorganizational information flow that follows (Ryan & O'malley, 2016).…”

“…Relying on flexible managers who can readily stretch their boundaries and are skillful in resource combination for value creation, firms can shape their structure and resource deployment in a smooth and malleable way. Likewise, boundary-spanning activities can enable firms to tap rare and valuable external resources and give greater room for innovative resource configuration and deployment (Ryan & O'malley, 2016). Thus, as shown in Figure 3 -…”

Remembrance of Things Past: Historical Commemoration in an Educational Setting

“…The role of "boundary spanner" (Ryan & O'Malley, 2016) was undertaken by Dr Martin Kerby who in addition to being employed by the College is also a sessional lecturer at USQ. Ryan and O'Malley (2016, p. 2) argue that boundary spanners play an important role in knowledge exchange and in "building effective personal relationships as well as demonstrating an ability to manage in non-hierarchical decision environments through negotiation and brokering".…”

Management consultancy’s role in delivering lasting [triple bottom line] benefits

“…Networks are also used in changing the nature of supply chain relationships (Bateman 2005;Bhattacharya et al 2014;Bhattacharya et al 2015;Marshall et al 2015;Miemczyk et al 2016;Wilhelm et al 2016). Much of this has been achieved through working with external advisors, who have become ubiquitous in their supporting role (Wright et al 2012;Radnor and O'Mahoney 2013;Harvey 2016;Ryan and O'Malley 2016;Zhang et al 2016).…”