Show simple item record

dc.contributor.authorEngesbak, Vetle
dc.contributor.authorIngvaldsen, Jonas A
dc.identifier.citationTeam Performance Management. 2019, 26 (3/4), 183-195.en_US
dc.description.abstractPurpose Parallel organizations (POs) perform tasks that operating organizations (OOs) are not equipped or organized to perform well. However, POs rely on OOs’ goodwill for implementation of their ideas and recommendations. Little is known about how POs achieve impact in OOs; this paper aims to examine this important topic. Design/methodology/approach Through the analytical lens of boundary spanning, the paper analyzes the PO–OO relationship in a manufacturing organization. Data were collected through 31 semi-structured in-depth interviews with OO managers, PO team leaders and PO team members. Findings Primary PO–OO boundary dimensions were favoritism toward local practice in the OO, specialized knowledge across PO–OO contexts and power asymmetry favoring the OO. The main boundary-spanning activities were translating, which targets specialized knowledge, and anchoring, which targets favoritism towards local practice and power asymmetry. Research limitations/implications The findings on PO–OO collaboration, especially PO–OO power relations, complement conventional topics in PO literature, such as POs’ purpose, structural configuration and staffing. Practical implications POs should be staffed with team members, especially team leaders, who can translate effectively between the PO’s and the OO’s frames of reference, and facilitate complicated knowledge processes across these contexts. Additionally, senior managers should understand their role in anchoring the PO initiative and its results within the OO. Originality/value This is the first study to view the PO–OO relationship via boundary spanning, and thus to identify power asymmetry as a key challenge not previously described in PO literature, and describe how this asymmetry is overcome through anchoring.en_US
dc.rightsNavngivelse-Ikkekommersiell 4.0 Internasjonal*
dc.title“Please use our ideas”: making parallel organizations worken_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.source.journalTeam Performance Managementen_US
dc.relation.projectNorges forskningsråd: 237900en_US
dc.description.localcodeThis is the author-accepted manuscript (post-print) of an article published by Emerald. The manuscript is deposited under the Creative Commons Attribution Non-commercial International Licence 4.0 (CC BY-NC 4.0)en_US

Files in this item


This item appears in the following Collection(s)

Show simple item record

Navngivelse-Ikkekommersiell 4.0 Internasjonal
Except where otherwise noted, this item's license is described as Navngivelse-Ikkekommersiell 4.0 Internasjonal