Abstract
In order to stay in tune with their environment, organizations have to continuously interact with that environment. This requires spanning the boundary of each organization to accomplish such interaction. Boundary spanning is about crossing borders, margins, and sections, and aligning external and internal events, formal and informal communication, as well as intended messages and unintended signals. The focus of boundary spanning is on conversations in which mutual dependencies between actors, both within and between organizations, are shaped and reshaped. Boundary spanning presumes a complexity view regarding strategic change as well as an interactional and dynamic perspective of communication. Several mechanisms are identified that are decisive for the success or failure of boundary‐spanning activities.
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