Boundaryless enterprise

From CEOpedia | Management online
Jump to: navigation, search

This concept of boundaryless enterprise involves recognition of an organization that is growing, but within existing boundaries that can fluctuate. An example would be the reduction of the number of levels between the leadership of senior management, and executive positions, the lowest in the hierarchy of the organizational structure. The other example is combining individual functions to take advantage of the varied skills of employees. Such an approach is reflected in the assignment of groups of people representing different functions for the implementation of the various processes in the enterprise.

It should be noted that the boundaryless enterprise concept involves also activities of the enterprise which adjust in response to changes in the market conditions. This applies in particular to the strengthening of cooperation with other entities, which can interfere with the current activities of the organization. The ranges of the tasks performed by such entities can also significantly change. As an example, starting cooperation with specialist in outsourcing service provider, may be associated with periodic expansion or limitation of action ranges outsourced to such entity.

Features of boundaryless organization

Conditions that should be met to effectively manage knowledge in boundaryless enterprise:

  • permeability of the internal and external organizations boundaries,
  • ensuring the flow of information between cooperating individuals, but also between cooperating organizations
  • free shaping of the informal relationship between the employees, between the cooperating entities, as well as between partner organizations.

It should be added that, in the case of the cooperation of several organizations transfer of knowledge requires the fulfilment of the above conditions by all companies.

See also:


  • Ashkenas R., Ulrich D., Jick T., Kerr S. (1998), Boundaryless Organization. Behind the Chains of Organizational Structure, Jossey - Bass Inc. Publishers, San Francisco
  • Philpott E., Hamblin D. J., Baines T., Kay G. (2004), The use of models and methods of strategic planning: Towards a holistic view of strategy, International Transactions in Operational Research, vol. 11, International Federation of Operational Research Societes, Blackwell Publishing Ltd.
  • Rajan, R. G., & Zingales, L. (2000). The governance of the new enterprise (No. w7958). National Bureau of Economic Research.
  • Stace, D., & Dunphy, D. C. (2001). Beyond the boundaries: Leading and re-creating the successful enterprise. McGraw-Hill.