Titlebook: Managing Boundaries in Organizations; Multiple Perspective Neil Paulsen (Lecturer),Tor Hernes (Associate Prof Book 2003 Palgrave Macmillan,

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Some Organizational Consequences of Cultural Differences in Boundary Permeability,s, and the whole process of cultural socialization can be conceived as a process of learning boundaries. Once learned, these boundaries become taken for granted and guide people’s thoughts and behavior (Nippert-Eng 1996; Zerubavel 1991).

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Enabling and Constraining Properties of Organizational Boundaries, of organizations, and the idea of the organizational boundary as an ordering entity of human actions and interactions is what directs our view inwards. The contrary view that organizations act outwards is a perspective rarely taken in social science (although taken frequently in economics). We know

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Virtual Interactions: Creating Impressions of Boundaries,tiation and flexibility set up within the virtual context of work. The purpose of this chapter is to explore this issue. In so doing, the study adds a different dimension to the current literature and existing views by adopting the theory of impression management in our understanding of virtual boun

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Industrial Designers as Boundary Workers,rganization’s offerings thus creating new points of departure for the organization. It is noteworthy that the designers in these cases started as newcomers from the threshold or “liminal” positions, and yet, were able to co-create new and better product architecture in integral, collaborative ways w

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en unmittelbar ist, weil die Verfugungsmacht über unternehmensgebundene Ressourcen Gegenstand von Transaktionen auf dieser Plattform ist. Idealtypisch ist immer dann eine Aktivität auf dem Markt zu erwarten, wenn sich Anzeichen für eine ineffiziente Verwendung unternehmensgebundener Ressourcen unter