Abstract
Energy network companies play a vital role in energy transitions. The transformational ability of these companies influences the process of energy transitions and the effectiveness of policies in this domain. This study shows the need for managers of network companies as well as scholars and policy makers operating in the midst of energy transitions to acknowledge the importance and value of boundary spanners in improving the transformation ability of these companies to play their role in facilitating energy transitions. Evidence comes from an in-depth analysis of an energy network company in the Netherlands. Our findings show that the transformation ability of energy network companies depends on various instances of boundary spanning as these organizations address differing or conflicting intra- and inter-organizational institutional logics when contributing to an energy transition. In the context of energy transitions, inter-organizational boundary spanning generally demands more resources and attention than the spanning of intra-organizational boundaries. Additionally, intra-organizational boundaries affect inter-organizational relationships, particularly in the policy arena. Our findings indicate that to carry out the type of institutional change that an energy transition requires, more attention and resources should be dedicated to intra-organizational boundary spanning, even as the need to connect external stakeholders increases.
Highlights
The challenges that today’s energy sector faces while converting to more sustainable forms of energy production are unprecedented
While re-determining their commercial, public, and legal tasks in this new context, energy network companies have to navigate a broad collection of institutional logics: the socially constructed patterns of symbols and material practices, assumptions, values, beliefs, and rules by which individuals and organizations produce and reproduce their material subsistence, organize time and space, and provide meaning to their social reality [7]
Difficulties in collaboration may stem from differences between the energy network company and other organizations and within the energy network company itself [10]
Summary
The challenges that today’s energy sector faces while converting to more sustainable forms of energy production are unprecedented. Differing institutional logics can lead to trials and tribulations that effect the necessary collaboration towards transition-related goals [8,9]. The existence of these differing and conflicting logics can result in boundaries that hinder collaboration and make it difficult for these companies to achieve these goals. Difficulties in collaboration may stem from differences between the energy network company and other organizations (i.e., interorganizational institutional logics) and within the energy network company itself (i.e., intra-organizational institutional logics) [10].
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have