Good Boundaries Make Good Neighbors: Boundary Management—Tearing Down the Walls and Fostering Organizational Change

Abstract

This article focuses on the ubiquitous problem of bureaucratic fragmentation experienced by organizations of all kinds. It proposes the strategy and practice of boundary management as a way of addressing the problem while creating organizational change. Based on a classic case of an aging Midwestern steel mill, the purpose of the article is threefold: (i) to define the problem of bureaucratic segmentalism and fragmentation as having to do with the formation of divisive and impenetrable barriers and walls, (ii) to suggest the importance of developing and maintaining permeable boundaries designed to open up and integrate the organization, and (iii) to develop the concept and practice of boundary management and its usefulness in tearing down the walls and creating organizational change.