Boundary spanning

In social science research and organizational psychology, boundary spanning is a term to describe individuals within an innovation system who have, or adopt, the role of linking the organization's internal networks with external sources of information.[1] While the term was coined by Tushman,[1] the concept was being developed by social scientists from the late 1950s onwards.[2][3][4] Most of the early work was conducted in large American corporations with well-established R&D laboratories. The term has since been used in relation to more general innovation networks.[5]

  1. ^ a b Tushman, Michael L (1977). "Special Boundary Roles in the Innovation Process". Administrative Science Quarterly. 22 (4): 587–605. doi:10.2307/2392402. ISSN 0001-8392. JSTOR 2392402.
  2. ^ March, J; Simon, H (1958). Organizations. New York: Wiley.
  3. ^ Thompson, J D (1967). Organizations in Action. New York: McGraw-Hill.
  4. ^ Allen, T J; Cohen, S (1969). "Information flow in R&D Labs". Administrative Science Quarterly. 14: 12–19. doi:10.2307/2391357. JSTOR 2391357.
  5. ^ Bergenholtz, C (2011). "Knowledge brokering: spanning technological and network boundaries". European Journal of Innovation Management. 14 (1): 74–92. doi:10.1108/14601061111104706.