Boundary-spanning Organizations Research Articles

Indicators and participatory processes: a framework for assessing integrated climate vulnerability and risk as applied in Los Angeles County, California

Climate vulnerability research is enhanced by stakeholder engagement as coastal communities are increasingly vulnerable to climate-driven impacts, yet these impacts are rarely evenly distributed across space and stakeholder feedback is not always well incorporated into the process. While often used in applied management applications, integrated spatially explicit assessments of multi-faceted vulnerability and hazard less commonly appear in the scientific literature, especially those that are transferable across geographies and risk metrics. Since many geographies lack an integrated, stakeholder-driven assessment of multiple hazards and vulnerabilities within the same assessment, scientists with the National Oceanic and Atmospheric Administration’s National Centers for Coastal Ocean Science developed a transferable and integrated community vulnerability assessment framework (Framework) that relies primarily upon available secondary data and is supplemented with stakeholder-derived primary data. Using blended approaches in stakeholder engagement, we present the Framework’s six methodological steps as recently applied in Los Angeles County, California: iterative partner engagement, indicator and index development, vulnerability assessment, hazard assessment, risk assessment, and reengagement for adaptation action. We conclude that boundary-spanning organizations such as Sea Grant Extension programs can play a crucial role in participatory science and stakeholder needs assessments, and emphasize the need for continued stakeholder engagement in climate science.

Managed Wildfire: A Strategy Facilitated by Civil Society Partnerships and Interagency Cooperation

Federal land managers in the United States are permitted to manage wildfires with strategies other than full suppression under appropriate conditions to achieve natural resource objectives. However, policy and scientific support for “managed wildfire” appear insufficient to support its broad use. We conducted case studies in northern New Mexico and southwestern Utah to examine how managers and stakeholders navigated shifting barriers and opportunities to use managed wildfire from 2018 to 2021. The use of managed wildfire was fostered through an active network of civil society partnerships in one case, and strong interagency cooperation and existing policies and plans in the other. In both, the COVID-19 pandemic, drought, and agency direction curtailed recent use. Local context shapes wildfire response strategies, yet centralized decision-making and policy also can enable or constrain them. Future research could refine the understanding of social factors in incident decision-making, and evaluation of risks and tradeoffs in wildfire response. Implications Managers and stakeholders seeking to restore fire’s ecological roles in their own landscapes through the use of managed wildfires could use these findings to cultivate supportive local environments for their objectives. Both case studies offer examples of how managed wildfires may be facilitated through civil society partnerships and interagency cooperation. Networks of civil society and agency partners can encourage policy change at multiple levels through concerted efforts over time, particularly by building a larger case through localized examples of collaborative projects and a body of regionally relevant scientific evidence. Strong interagency cooperation on both mitigation and response can also foster an environment of mutual understanding, even given differing missions and mandates for managed wildfire. Management implications Federal wildfire response must consider multiple objectives that may compete across scales, social-ecological contexts, and timeframes. These include minimizing negative impacts on human values, responding to immediate risks of fire exposure, managing land sustainably under longer timeframes; and meeting accomplishment targets, such as acres of hazardous fuels reduction, ecological restoration, and other resource objectives. Federal wildfires and land managers are permitted to manage wildfires for natural resource objectives but face challenges of ambiguous terminology, conflicting policies, drought, increasing numbers of homes in wildlands, and unanticipated events, such as the COVID-19 pandemic. Conditions, opportunities, and barriers to manage wildfire vary substantially by locality and are dependent on local actors, yet also subject to higher-level changes in policy direction. Beyond improved risk analytics and decision support tools, enabling social and internal institutional conditions may also facilitate opportunities for use of managed wildfire. Social science can provide evidence and frameworks including concrete lessons learned, expanded use of after-action reviews, process monitoring, briefings with leadership, and science application through boundary-spanning organizations.

Insights from a novel, user-driven science transfer program for resource management

Research results are often not easily accessible or readily digestible for decision-making by natural resource managers. This knowledge-action gap is due to various factors including the time lag between new knowledge generation and its transfer, lack of formal management structures, and institutional inertia to its uptake. Herein, we reflect on the Great Lakes Fishery Commission’s Science Transfer Program and its evolution from ‘Mode 1’ (i.e., scientists conduct research autonomously) toward ‘Mode 2’ (i.e., co-production of knowledge with practitioners) knowledge production to understand and overcome the knowledge-action gap. Six success factors and strategies and tactics used to achieve those factors were critical to the shift from Mode 1 to Mode 2: (1) dedicate funding and staff support; (2) obtain top-down commitment from organizational leadership; (3) break down silos; (4) build relationships through formal and informal interactions; (5) emphasize co-production in program and project implementation; and (6) obtain buy-in among relevant actors. By way of three project case studies, we highlight knowledge transfer approaches, products, and lessons learned. We anticipate this contribution will benefit those working on knowledge mobilization, particularly in boundary-spanning organizations, and those involved in resource program management, administration, and design; it is also intended for resource managers seeking to have their science and information needs met more effectively.

Translational invasion ecology: bridging research and practice to address one of the greatest threats to biodiversity

Effective natural resource management and policy is contingent on information generated by research. Conversely, the applicability of research depends on whether it is responsive to the needs and constraints of resource managers and policy makers. However, many scientific fields including invasion ecology suffer from a disconnect between research and practice. Despite strong socio-political imperatives, evidenced by extensive funding dedicated to addressing invasive species, the pairing of invasion ecology with stakeholder needs to support effective management and policy is lacking. As a potential solution, we propose translational invasion ecology (TIE). As an extension of translational ecology, as a framework to increase collaboration among scientists, practitioners, and policy makers to reduce negative impacts of invasive species. As an extension of translational ecology, TIE is an approach that embodies an intentional and inclusive process in which researchers, stakeholders, and decision makers collaborate to develop and implement ecological research via joint consideration of the ecological, sociological, economic, and/or political contexts in order to improve invasive species management. TIE ideally results in improved outcomes as well as shared benefits between researchers and managers. We delineate the steps of our proposed TIE approach and describe successful examples of ongoing TIE projects from the US and internationally. We suggest practical ways to begin incorporating TIE into research and management practices, including supporting boundary-spanning organizations and activities, expanding networks, sharing translational experiences, and measuring outcomes. We find that there is a need for strengthened boundary spanning, as well as funding and recognition for advancing translational approaches. As climate change and globalization exacerbate invasive species impacts, TIE provides a promising approach to generate actionable ecological research while improving outcomes of invasive species management and policy decisions.

Using Socioenvironmental Report Cards as a Tool for Transdisciplinary Collaboration

ABSTRACTThe process of developing a socioenvironmental report card through transdisciplinary collaboration can be used in any system and can provide the foundation for collaborative solutions for sustainable resource management by creating a holistic assessment that balances environmental, economic, and social concerns that incorporates multiple perspectives from multisectoral actors. We demonstrated this in the Mississippi River watershed, USA with the ultimate goal of promoting holistic management of the region's natural resources. But working at the scale of the Mississippi River watershed presents the challenge of working across geographical, organizational, and disciplinary boundaries. The development of a socioenvironmental report card served as the focus for efforts to foster a shared vision among diverse stakeholders in the watershed and to promote transdisciplinary collaboration. The process engaged more than 700 participants from environment, flood control, transportation, water supply, economy, and recreation sectors, from more than 400 organizations representing local, state, and federal government agencies, businesses and trade associations, and private, nonprofit, and academic institutions. This broad engagement in the selection of important themes, indicators, measures, and assessment methods as part of the cocreation of boundary objects aimed to foster social and mutual learning and to develop common understanding and shared visioning among stakeholders with differing perspectives. The process was facilitated by boundary‐spanning organizations, creating an atmosphere of trust by utilizing “third places” for knowledge exchange and integration. This transdisciplinary process also led to collective action through collaboration and selection of restoration and management activities that could improve conditions for multiple sectors simultaneously and/or recognize potential tradeoffs for informed decision making. Integr Environ Assess Manag 2020;16:494–507. © 2020 The Authors. Integrated Environmental Assessment and Management published by Wiley Periodicals, Inc. on behalf of Society of Environmental Toxicology & Chemistry (SETAC)

Network Governance of Land-Sea Social-Ecological Systems in the Lesser Antilles

Human activities on land impact coastal-marine systems in the Lesser Antilles. Efforts to address these impacts are constrained by existing top-down and fragmented governance systems. Network governance may help to address land-sea interactions by promoting improved co-governance and land-sea integration. However, the conditions for, and processes of, transformations towards network governance in the region are poorly understood. We examine network governance emergence in four case studies from the Lesser Antilles: Antigua and Barbuda, Saint Kitts and Nevis, Saint Vincent and the Grenadines, and Grenada. We find that governance is currently in transition towards a more networked mode within all the cases. Our results suggest that participation in collaborative projects has played an important role in initiating transitions. Additionally, multilateral agreements, boundary-spanning organizations, and experience with extreme events provide enabling conditions for network governance. Successfully navigating the ongoing transitions towards improved network governance will require (1) facilitating the leadership of central actors and core teams in steering towards network governance and (2) finding ways to appropriately engage the latent capacity of communities and non-state actors in governance networks.

Do sales and service compete? The impact of multiple psychological climates on frontline employee performance

This research examines how employees’ climate perceptions – or psychological climate – influence their performance of climate-related outcomes. We focus on two specific climates arguably most relevant to boundary-spanning organizations: service and sales climates. Building from the resource-allocation framework, the authors examine the way employees reconcile these multiple psychological climates. Polynomial regression and response surface modeling are used to test for the influence of these distinct climates on employee outcomes using a sample of 252 marketing employees and their 68 immediate supervisors. Specifically, the authors examine relationships between service and sales climates and the employee performance outcomes of customer satisfaction, helping behavior, effort, and sales performance. Results provide insight into the benefits and pitfalls of sales and service climates co-existing. Specifically we find that while sales effort is highest in climates that heavily favor sales, sales performance may exist in both sales-favored and service-favored climates (yet not in the presence of both). From a customer satisfaction perspective we find no significant impact of increasing sales climate in the presence of high service perceptions. These findings – both significant and non-significant – provide implications for future research in the realm of service-sales ambidexterity and interface as well as insight and direction for frontline managers.

A boundary-spanning organization for transdisciplinary science on land stewardship: The Stewardship Network

A boundary-spanning organization for transdisciplinary science on land stewardship: The Stewardship Network

Integrating Science and Policy: A Case Study of the Hubbard Brook Research Foundation Science Links Program

Scientists, related professionals, and the public have for decades called for greater interaction among scientists, policymakers, and the media to address contemporary environmental challenges. Practical examples of effective “real-world” programs designed to catalyze interactions and provide relevant science are few. Existing successful models can be used, however, to develop and expand the work of integrating, synthesizing, and communicating ecosystem science for environmental policy and natural-resource management. We provide an overview of the structure and strategies used in the Hubbard Brook Research Foundation Science Links program, now in its thirteenth year as a successful boundary-spanning organization. We detail project activities and results and share lessons and challenges for the further advancement of Science Links and other efforts to bridge the science—policy divide. Furthermore, we suggest greater emphasis in boundary-spanning programs as a part of publicly funded research initiatives an...

Toward a Theory of the Boundary-Spanning Marketing Organization and Marketing Insights from 31 Organization Theories

Now more than ever, marketing is assuming a key boundary-spanning role – a role that has also redefined the composition of the marketing organization. In this paper, the marketing organization’s integrative and mutually reinforcing components of marketing activities, customer value-creating processes, networks, and stakeholders are delineated within their boundary-spanning roles as a particular emphasis (labeled MOR theory). Thematic marketing insights from a collection of 31 organization theories are used to advance knowledge on the boundary-spanning marketing organization within four areas – strategic marketing resources, marketing leadership and decision making, network alliances and collaborations, and the domestic and global marketplace.

Business Model Design and the Performance of Entrepreneurial Firms

We focus on the design of an organization’s set of boundary-spanning transactions—business model design—and ask how business model design affects the performance of entrepreneurial firms. By extending and integrating theoretical perspectives that inform the study of boundary-spanning organization design, we propose hypotheses about the impact of efficiency-centered and novelty-centered business model design on the performance of entrepreneurial firms. To test these hypotheses, we developed and analyzed a unique data set of 190 entrepreneurial firms that were publicly listed on U.S. and European stock exchanges. The empirical results show that novelty-centered business model design matters to the performance of entrepreneurial firms. Our analysis also shows that this positive relationship is remarkably stable across time, even under varying environmental regimes. Additionally, we find indications of potential diseconomies of scope in design; that is, entrepreneurs’ attempts to incorporate both efficiency- and novelty-centered design elements into their business models may be counterproductive.

Transforming Knowledge into Wealth in a New Zealand Research University

This paper describes how New Zealand's leading research university, the University of Auckland, dealt with the issue of transforming knowledge into wealth using a ‘whole of institution’ approach. The context of New Zealand's growth and innovation initiatives is outlined and the University of Auckland's engagement with and institutional response to these initiatives are discussed. The initiatives include the joint government–private-sector funding of a ‘partnership for excellence’ programme; programmes to create a culture of enterprise, innovation and entrepreneurship; the use of entrepreneurs-in-residence; the development of new boundary-spanning structures and organizations; the melding of new approaches with existing technology transfer structures; and the creation of new networks. Key lessons learned throughout the process are described.

Promoting the Success of US Industry/University Research Centres

The industry/university (I/U) research centre, once a novelty on university campuses, has become the dominant vehicle for industry's funding of academic research in the USA. While the authors' recent volume, ‘Managing the Industry/University Cooperative Research Center’, documents a variety of skills and competencies needed to build and sustain these boundary-spanning organizations, none plays a more important role in centre success than leadership. Drawing on the literature on leadership and over fifteen years of experience with and research on the National Science Foundation's Industry/University Cooperative Research Centers programme, the authors define and illustrate leadership in the context of an I/U research centre. Leadership in a cooperative research centre often involves helping constituencies to deal with adaptive challenges, situations which require learning both to define the problem and to develop and implement a solution. Since these situations usually involve constituencies with conflicting values and priorities, they are typically best resolved by a participatory leadership style. Critical leadership challenges observed in cooperative research centres are discussed, including: exercising intrapreneurship, creating a compelling technical vision, spanning organizational boundaries, creating cooperative research teams, managing a changing centre and knowing oneself.