TY - JOUR
T1 - The Scaffolding Activities of International Returnee Executives: A Learning Based Perspective of Global Boundary Spanning
AU - Roberts, Michael J.D.
AU - Beamish, Paul W.
N1 - Publisher Copyright:
© 2017 John Wiley & Sons Ltd and Society for the Advancement of Management Studies
PY - 2017/6
Y1 - 2017/6
N2 - This study contributes to the literature on global boundary spanning by taking a learning perspective that positions the boundary spanner as an active change agent. Grounded in a practice-based theory of knowledge, it considers boundary spanning as the negotiation of knowledge and relationships across fields of practice. We argue that global boundary spanning is a long-term commitment to help internal members become aware of foreign knowledge practices, see these practices as valuable, and adopt them internally. We frame the activities of the boundary spanner within a scaffolding framework that theorizes boundary spanning as a combination of ability, persistent willingness, and opportunity. Here scaffolding refers to the cognitive, relational, and material supports enacted by boundary spanners that facilitate organization members’ engagement in practices that allow for the awareness, capacity building, and commitment to adoption of foreign practices. We draw on interviews from international returnee managers employed in large Korean financial firms.
AB - This study contributes to the literature on global boundary spanning by taking a learning perspective that positions the boundary spanner as an active change agent. Grounded in a practice-based theory of knowledge, it considers boundary spanning as the negotiation of knowledge and relationships across fields of practice. We argue that global boundary spanning is a long-term commitment to help internal members become aware of foreign knowledge practices, see these practices as valuable, and adopt them internally. We frame the activities of the boundary spanner within a scaffolding framework that theorizes boundary spanning as a combination of ability, persistent willingness, and opportunity. Here scaffolding refers to the cognitive, relational, and material supports enacted by boundary spanners that facilitate organization members’ engagement in practices that allow for the awareness, capacity building, and commitment to adoption of foreign practices. We draw on interviews from international returnee managers employed in large Korean financial firms.
UR - http://www.scopus.com/inward/record.url?scp=85014940006&partnerID=8YFLogxK
U2 - 10.1111/joms.12266
DO - 10.1111/joms.12266
M3 - Article
AN - SCOPUS:85014940006
SN - 0022-2380
VL - 54
SP - 511
EP - 539
JO - Journal of Management Studies
JF - Journal of Management Studies
IS - 4
ER -