Using Boundary Objects to Facilitate Culture Change and Integrate a Global Top Management Team

Julia C. Gluesing

Abstract


As business anthropologists, we are often called upon to work on organizational change initiatives as members of a change team.  This article is the story of one organizational change initiative involving a global top management team in a healthcare division of a large multinational firm and the research that was used as the basis for implementing change in the top management team and subsequently in the division as a whole.  Specifically, the article focuses on how the change team, of which I was a part, communicated the research results to the top management team and to employees of the company by presenting the results in a map that became a boundary object, that facilitating translation across diverse groups, joint sensemaking, and local action in the change process.  


Keywords


Organizational change; boundary objects; change implementation; research process

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DOI: http://dx.doi.org/10.22439/jba.v7i1.5491



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