Entrepreneurial Behaviour by Unknown

Author:Unknown
Language: eng
Format: epub
ISBN: 9783030044022
Publisher: Springer International Publishing

8.3 Boundary Spanning Activities of Subsidiary CEOs

Boundary spanners (Tushman 1977) operate at interfaces, interacting outside of their own unit (Ancona and Caldwell 1992; Ernst and Chrobot-Mason 2011), providing both internal (Pappas and Wooldridge 2007) and external (Druskat and Wheeler 2003) interconnections. Following from more simple organizational structures, the emergence of the modern MNC requires managers to span a range of functional, cultural, geographical boundaries, in addition to the boundaries between their individual subsidiary units and business models and increasingly between their value chains. The great manifestation (in magnitude kind and complexity) of interfaces and boundaries in the MNC leads to high demands for coordination and management of integration to realize the advantages of its dispersed operations. For the MNC to operate effectively, it must overcome the limiting aspect of borders, particularly between its subsidiary units to ensure strategic alignment across the organization and to avoid fragmentation, segregation, and isolation of both its activities and operations (Meyer et al. 2011). Managers in MNCs must manage differences (Ghemawat 2007) and coordinate across multiple contexts (Meyer et al. 2011). Therefore MNC middle managers must balance the need for coordination while engaging in divergent and creative behaviours which will impact positively on the entrepreneurial agenda of the firm. Identifying the specific boundary spanning activities which management engage in and their related impact on entrepreneurial outcomes is therefore crucial in detecting those actions which can be deemed individual entrepreneurial behaviours.

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