The management of organizational boundaries: a case study

Hervé Dumez and Alain Jeunemaitre
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Hervé Dumez: CRG - Centre de recherche en gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique
Alain Jeunemaitre: CRG - Centre de recherche en gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique

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Abstract: This paper aims at understanding organizational boundaries in their different dimensions : internal and external, horizontal and vertical, static and dynamic. It first gives a definition of the phenomenon : a boundary is a potential or actuel mechanism that rarefies or regulates flows between two heterogeneous spaces, and make these flows visible. It then formulates three propositions : 1. There are no such things as "natural boundaries". Organizational boundaries are the result of decisions about capability units that are always debated. 2. Once established, boundaries tend to be stable and to become entrenched. 3. Even when they are entrenched, boundaries remain debatable. When controversies intensity, strategies aiming at maintaining them develop in response. A case study allows a discussion of these propositions. The selected case is the Air Traffic Management Industry in Europe.

Keywords: coopetitive approach; organizational boundaries; capability unit; Air Traffic Management Industry; coopetitive approach. (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (4)

Published in M@n@gement, 2010, 13 (3), pp.151-171

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00541835

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