A bridge too far? How boundary spanning networks drive organizational change and effectiveness

Rob Cross – University of Virginia
Chris Ernst, Bill Pasmore

Summary

Organizations fail at change twice as often as they succeed. That is a sobering finding for today’s leaders, who are scrambling to institute changes large and small on all fronts. As they grapple with the many pressures of the 21st century business environment — competitive threats, disruptive innovation, global expansion, and shifting business models — they face multiple imperatives to do things differently, along with the knowledge that the odds of success are not in their favor

Citation

Cross, R., Ernst, C., & Pasmore, B. (2013). A bridge too far? How boundary spanning networks drive organizational change and effectiveness. Organizational Dynamics, 42(2), 81–91. https://doi.org/10.1016/j.orgdyn.2013.03.001

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