Bridging the Boundary, External Process and Performance in Organizational Teams (Classic Reprint) - Softcover
Synopsis
Excerpt from Bridging the Boundary, External Process and Performance in Organizational Teams
We follow the same logic at the group level as we seek to determine the external strategies that groups within organizations use. A typology of strategies will allow us to categorize groups in order to differentiate their forms and the implications of those forms. Just as we have learned a lot from categorizing individuals as paranoid or compulsive, and organizations as analyzers or defenders, so too may we be able to understand more about groups through this approach. We use the term strategy to label the patterns of external activity that are found. This is not to suggest that such patterns are necessarily intentional. Rather they represent the subset of activities a team has demonstrated for a given period of time. In contrast to the Ancona (1990) study, these strategies are derived statistically and are based on a larger sample.
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This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.
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Excerpt from Bridging the Boundary, External Process and Performance in Organizational Teams
We follow the same logic at the group level as we seek to determine the external strategies that groups within organizations use. A typology of strategies will allow us to categorize groups in order to differentiate their forms and the implications of those forms. Just as we have learned a lot from categorizing individuals as paranoid or compulsive, and organizations as analyzers or defenders, so too may we be able to understand more about groups through this approach. We use the term strategy to label the patterns of external activity that are found. This is not to suggest that such patterns are necessarily intentional. Rather they represent the subset of activities a team has demonstrated for a given period of time. In contrast to the Ancona (1990) study, these strategies are derived statistically and are based on a larger sample.
About the Publisher
Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com
This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.
About the Author
Deborah Ancona is the Seley Distinguished Professor of Management at the Sloan School of Management at MIT. She received bachelor's and master's degrees in psychology from the University of Pennsylvania and a Ph.D. in organizational behavior from Columbia University. Prior to joining MIT, she was on the faculty of the Amos Tuck School at Dartmouth College. Professor Ancona's major research interests include group processes, team performance, boundary management, and time and timing in organizations. She has published articles in these areas in Administrative Science Quarterly, Academy of Management Journal, Organization Science, and Group and Organization Studies.
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Bridging the Boundary, External Process and Performance in Organizational Teams
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Paperback. Condition: New. Print on Demand. This book explores the increasingly complex dynamics of group work in organizations today, arguing that rather than bounded units, effective teams are increasingly open systems, constantly interacting with other groups and individuals. The author draws on qualitative and quantitative research to map the full range of external activities that organizational teams engage in, from boundary spanning to political persuasion, and examines the impact of these on both internal group dynamics and overall team performance. The book also outlines four distinct strategies that teams use to manage their external interactions, each with different implications for internal processes and performance. This book provides valuable insights for managers seeking to improve team performance by understanding the role of external activities and the strategies that can be used to manage them effectively. This book is a reproduction of an important historical work, digitally reconstructed using state-of-the-art technology to preserve the original format. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in the book. print-on-demand item. Seller Inventory # 9781332253142_0
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Bridging the Boundary, External Process and Performance in Organizational Teams Classic Reprint
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Bridging the Boundary, External Process and Performance in Organizational Teams Classic Reprint
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