The Impact of Context and Choice on the Boundary-Spanning Process: An Empirical Extension

Mohamed Ibrahim Ahmad At-Twaijri · John R. Montanari

25 citations0/0 files storedHuman Relations

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Innovation and Knowledge Management Team Dynamics and Performance Management and Organizational Studies

Abstract

This paper develops and tests a theoretical model of the relationships among environmental interdependence, environmental uncertainty, and boundary-spanning activities. Drawing from the strategic choice literature, a decision variable labeled influence on organizational decision was incorporated as a moderator. Results supported the environmental interdependence-environmental uncertainty-boundary-spanning activities relationships, but the individual influence variable failed to emerge as a moderator.

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2011External Control of Organizations: Resource Dependence Perspective 1979The External Control of Organizations: A Resource Dependence Perspective 1964A Behavioral Theory of the Firm 1962Power-Dependence Relations 1967Organization and environment 1972Characteristics of Organizational Environments and Perceived Environmental Uncertainty 1977Boundary Spanning Roles and Organization Structure 1966Path Analysis: Sociological Examples

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