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Bridging boundaries between organizations in construction

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Author

  • Sofia Pemsel
  • Kristian Widén

Summary, in English

Organizations have boundaries that serve various purposes; for example, differentiating internal operations from external activities and controlling flows of information. Boundaries can however hinder knowledge exchange in inter‐organizational collaboration, leading to less effective outcomes. Empirical results from comparative case studies on how boundaries between organizations in a project can be bridged effectively to support knowledge exchange are presented. End‐user organizations and real estate companies form the subjects of the enquiry. The results show that the depth of involvement of the end‐user organization varies widely and, with it, the use of bridging roles and activities. To identify bridging strategies that can foster productive knowledge exchange in inter‐organizational collaboration, it is necessary to understand contextual aspects of end‐users’ needs to ensure the availability of sufficient competence within, and time for, the project team to perform its duties.

Department/s

  • Construction Management

Publishing year

2011

Language

English

Pages

495-506

Publication/Series

Construction Management and Economics

Volume

29

Issue

5

Document type

Journal article

Publisher

Taylor & Francis

Topic

  • Construction Management

Status

Published

ISBN/ISSN/Other

  • ISSN: 1466-433X