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Bridging boundaries between organizations in construction


  • Sofia Pemsel
  • Kristian Widen


Organizations have boundaries that serve various purposes; for example, differentiating internal operations from external activities and controlling flows of information. Boundaries can however hinder knowledge exchange in inter-organizational collaboration, leading to less effective outcomes. Empirical results from comparative case studies on how boundaries between organizations in a project can be bridged effectively to support knowledge exchange are presented. End-user organizations and real estate companies form the subjects of the enquiry. The results show that the depth of involvement of the end-user organization varies widely and, with it, the use of bridging roles and activities. To identify bridging strategies that can foster productive knowledge exchange in inter-organizational collaboration, it is necessary to understand contextual aspects of end-users' needs to ensure the availability of sufficient competence within, and time for, the project team to perform its duties.

Suggested Citation

  • Sofia Pemsel & Kristian Widen, 2011. "Bridging boundaries between organizations in construction," Construction Management and Economics, Taylor & Francis Journals, vol. 29(5), pages 495-506.
  • Handle: RePEc:taf:conmgt:v:29:y:2011:i:5:p:495-506
    DOI: 10.1080/01446193.2011.563786

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    References listed on IDEAS

    1. Nooteboom, B., 2001. "Problems and Solutions in Knowledge Transfer," ERIM Report Series Research in Management ERS-2001-74-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
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