{"@context":{"@vocab":"https://cir.nii.ac.jp/schema/1.0/","rdfs":"http://www.w3.org/2000/01/rdf-schema#","dc":"http://purl.org/dc/elements/1.1/","dcterms":"http://purl.org/dc/terms/","foaf":"http://xmlns.com/foaf/0.1/","prism":"http://prismstandard.org/namespaces/basic/2.0/","cinii":"http://ci.nii.ac.jp/ns/1.0/","datacite":"https://schema.datacite.org/meta/kernel-4/","ndl":"http://ndl.go.jp/dcndl/terms/","jpcoar":"https://github.com/JPCOAR/schema/blob/master/2.0/"},"@id":"https://cir.nii.ac.jp/crid/1361981470480968960.json","@type":"Article","productIdentifier":[{"identifier":{"@type":"DOI","@value":"10.1111/joms.12256"}},{"identifier":{"@type":"URI","@value":"https://api.wiley.com/onlinelibrary/tdm/v1/articles/10.1111%2Fjoms.12256"}},{"identifier":{"@type":"URI","@value":"https://onlinelibrary.wiley.com/doi/pdf/10.1111/joms.12256"}}],"dc:title":[{"@value":"Boundary Spanning in Global Organizations"}],"description":[{"type":"abstract","notation":[{"@value":"<jats:title>Abstract</jats:title><jats:p>Global organizations are inherently complex. The spatial dispersion of activities results in organizational subunits becoming embedded in local host‐country contexts that differ from their parents’ home country contexts. These subunits are also embedded in their parents’ corporate networks, causing them to differ from their locally embedded peers. The dual embeddedness and associated complexities create complex and often implicit boundaries. In addition, the contextual and operational diversity that affects the boundaries in global organizations are continually changing. Hence managing and coordinating across different inter‐ and intra‐organizational boundaries has emerged as an important capability for the success of global organizations. So far, we have a limited understanding of the factors that affect the complexity and effectiveness of the boundary spanning function. In this article, we focus on clarifying these key issues and propose a model for effective boundary spanning in global organizations.</jats:p>"}]}],"creator":[{"@id":"https://cir.nii.ac.jp/crid/1381981470480968961","@type":"Researcher","foaf:name":[{"@value":"Andreas P. J. Schotter"}],"jpcoar:affiliationName":[{"@value":"Ivey Business School at Western University Canada"}]},{"@id":"https://cir.nii.ac.jp/crid/1381981470480969088","@type":"Researcher","foaf:name":[{"@value":"Ram Mudambi"}],"jpcoar:affiliationName":[{"@value":"Temple University"}]},{"@id":"https://cir.nii.ac.jp/crid/1381981470480969089","@type":"Researcher","foaf:name":[{"@value":"Yves L. Doz"}],"jpcoar:affiliationName":[{"@value":"INSEAD"}]},{"@id":"https://cir.nii.ac.jp/crid/1381981470480968960","@type":"Researcher","foaf:name":[{"@value":"Ajai Gaur"}],"jpcoar:affiliationName":[{"@value":"Rutgers Business School"}]}],"publication":{"publicationIdentifier":[{"@type":"PISSN","@value":"00222380"},{"@type":"EISSN","@value":"14676486"}],"prism:publicationName":[{"@value":"Journal of Management Studies"}],"dc:publisher":[{"@value":"Wiley"}],"prism:publicationDate":"2017-01-16","prism:volume":"54","prism:number":"4","prism:startingPage":"403","prism:endingPage":"421"},"reviewed":"false","dc:rights":["http://onlinelibrary.wiley.com/termsAndConditions#vor"],"url":[{"@id":"https://api.wiley.com/onlinelibrary/tdm/v1/articles/10.1111%2Fjoms.12256"},{"@id":"https://onlinelibrary.wiley.com/doi/pdf/10.1111/joms.12256"}],"createdAt":"2017-01-16","modifiedAt":"2024-06-21","relatedProduct":[{"@id":"https://cir.nii.ac.jp/crid/1360021391861804032","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Expatriates’ boundary-spanning: double-edged effects in multinational enterprises"}]},{"@id":"https://cir.nii.ac.jp/crid/1360025430632504448","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Authority and responsibilities of an alliance manager: sustainability alliance case studies between corporate and heterogeneous sectors"}]},{"@id":"https://cir.nii.ac.jp/crid/1360285705290348288","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Japanese self‐initiated expatriates as boundary spanners in Chinese subsidiaries of Japanese MNEs: Antecedents, social capital, and HRM practices"}]},{"@id":"https://cir.nii.ac.jp/crid/1360848657149835136","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Isolated Foreign Subsidiary's Initiative in Knowledge Transfer Within the MNE"}]},{"@id":"https://cir.nii.ac.jp/crid/1361412891828048128","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"The Determinants of the Boundary-spanning Functions of Japanese Self-initiated Expatriates in Japanese Subsidiaries in China: Individual Skills and Human Resource Management"}]}],"dataSourceIdentifier":[{"@type":"CROSSREF","@value":"10.1111/joms.12256"},{"@type":"CROSSREF","@value":"10.1057/s41267-024-00690-x_references_DOI_AAhr5awow2F4qDMopl07brgc8bg"},{"@type":"CROSSREF","@value":"10.1007/s13520-024-00224-6_references_DOI_AAhr5awow2F4qDMopl07brgc8bg"},{"@type":"CROSSREF","@value":"10.1002/tie.21944_references_DOI_AAhr5awow2F4qDMopl07brgc8bg"},{"@type":"CROSSREF","@value":"10.1016/j.intman.2019.05.001_references_DOI_AAhr5awow2F4qDMopl07brgc8bg"},{"@type":"CROSSREF","@value":"10.1016/j.intman.2018.10.002_references_DOI_AAhr5awow2F4qDMopl07brgc8bg"}]}