Boundary Crossing and Boundary Transformation in a Downward Company

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  • 後ろ向きの越境と境界の変容に関する研究
  • 後ろ向きの越境と境界の変容に関する研究 : 危機に直面した企業組織でのフィールドワークから見えてきたもの
  • ウシロ ムキ ノ エッキョウ ト キョウカイ ノ ヘンヨウ ニ カンスル ケンキュウ : キキ ニ チョクメン シタ キギョウ ソシキ デ ノ フィールドワーク カラ ミエテ キタ モノ
  • The Complexity of Visible and Invisible Boundaries Revealed through Ethnographic Research
  • 危機に直面した企業組織でのフィールドワークから見えてきたもの

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Abstract

This study explored aspects of boundary crossing and boundary transformation through ethnography in a company facing financial difficulties. A long–established Japanese company was purchased by one of the world’s largest electronics manufacturing services companies and placed under strict control. That led to many changes in the management, strategy, and organizational structure of the company, as well as its personnel. They decided to start traditional ATOM activities to improve performance and invited non–salespeople from poorly performing departments to participate in promotional activities that included harsh selling practices. However, they engaged in some practices, with an implied meaning, that sometimes seemed to have no clear purpose. The study revealed how visible and invisible boundaries were organized among the members of the boundary–crossing team and how such boundaries changed and transformed their boundary–crossing practices.

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