Abstract
Boundary spanners play an important role in multinational corporations (MNC), yet it is unclear who these valuable individuals are and why certain individuals, and not others, perform this role. We advance a ‘recognition’ perspective based on whether and how relevant others on both sides on the boundary experience positive impact. A dynamic integrated mixed method analysis of 118 individuals involved in headquarters-subsidiary interactions in four MNCs, shows that only a minority are ‘recognized boundary spanners’, experienced by others to positively impact intergroup relations. We identify different categories and mechanisms of recognition, and make a methodological contribution by integrating qualitative and quantitative analysis.
Original language | English |
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Peer-reviewed scientific journal | Journal of World Business |
Volume | 54 |
Issue number | 4 |
Pages (from-to) | 335-349 |
Number of pages | 15 |
ISSN | 1090-9516 |
DOIs | |
Publication status | Published - 15.05.2019 |
MoE publication type | A1 Journal article - refereed |
Keywords
- 512 Business and Management
- Boundary spanning
- Recognition
- In-group
- Out-group
- Mixed methodology
- Multinational corporations