Zusammenfassung Der Artikel nutzt den ‚Workscapes‘-Ansatz von Felstead, Jewson und Walters, um die Grenzstellenarbeit von Expatriate-Managern in multinationalen Unternehmen (MNUs) zu untersuchen. Er schlägt vor, die Arbeitsumgebung von Expatriates als ‚transnational workscape‘ zu beschreiben, und zeigt, dass die Merkmale dieser transnationalen Arbeitsumgebung – die Translokalität von Arbeitsstätten und die Transkulturalität des ‚neuen‘ Büros – mit Herausforderungen einhergehen, deren Bewältigung zu den zentralen Aspekten der Arbeit als Boundary-Spanner in MNUs zählt und folgenreich für die Arbeits- und Lebensbedingungen der Beschäftigten ist. Der Artikel führt damit einen konzeptionellen Rahmen in die deutschsprachige Diskussion um die neuen Räume der Arbeit und zugleich eine raumsensible Perspektive in die Expatriate-Forschung ein und demonstriert ihren Nutzen. Mit den Begriffen der ‚transnationalen Arbeitsumgebung‘ und des ‚transkulturellen Büros‘ werden zudem Beiträge zur Weiterentwicklung des Workscapes-Ansatzes geleistet, indem diesem eine systematische Perspektive auf die Globalisierung von Arbeit hinzugefügt wird.

The sharing economy has the potential to innovate new markets by making the reuse of idle resources globally. The practices of sharing culture vary among developed and developing countries because of the un-stabilized economic situation and bad infrastructure. (1) This research is based on a case study of transportation network company (TNC) that has the capability to change the conventional transportation system because of its agile nature; (2) the study analyzes the data conducted from Careem (TNC) in Pakistan by using a qualitative approach; (3) the results show that to find a solution for scarcity of products/services in developing countries caused by limited and scattered resources, a learning climate is created by Careem which enables Careem to understand social issues in Pakistan and to use these insights to further develop its business model. Under learning climate, Careem promotes the culture of respect towards collaboration; (4) overall, Careem plays a facilitative leadership role and brings together different stakeholders on one platform for contributing to a common goal to achieve sustainability. Further, with the joint efforts of all stakeholders, an extended service ecosystem has been formed through boundary-spanning activities. Careem acts as a core boundary spanner and supports other organizations to become a second level boundary spanner. Finally, Careem has made a substantial contribution to resolve the problem of unsustainability in Pakistan.

231 Background: Cancer is a complex disease that manifests differently. Quality care relies on the coordinated integration of many providers with varied background, experience, and expertise. Because care coordination spans across multiple processes (e.g., detection, diagnosis, and treatment), levels (e.g., individuals and teams), provider types (e.g., nurse and physician), specialties (e.g., surgery, radiology, and oncology), we argue that a team-based approach is necessary but solely insufficient. The current system provides care that is fragmented and evidence suggests such fragmentation is associated with missed opportunities, repetitive testing and increased costs. To mitigate fragmentation, effective cancer care requires the synthesis of multiple teams. A single team is characterized by two or more individuals working interdependently towards a shared goal. However, due to the complexity of cancer care, effective care coordination warrants multiple teams with collective, shared goals as well as potentially different, proximal goals. Effective multiteam systems (MTSs) need guidance, particularly for cancer care where this thinking is still relatively novel. With this in mind, the purpose of this paper is to contribute a theoretically grounded foundation and initial guiding principles that can inform efforts to mitigate the fragmentation in cancer care by providing insights on how to facilitate optimal MTSs. Methods: We culled the MTS literature to distill principles that are applicable for cancer care. Results: We offer seven recommendations that practitioners and healthcare delivery researchers can use to strengthen the integrated, coordinative efforts of cancer care: (1) Define the specific cancer care MTS & potential future component teams; (2) Determine critical interdependencies among the component teams; (3) Identify optimal boundary spanner(s); (4) Educate the boundary spanner on the role and responsibilities; (5) Explicate the shared and competing goals; (6) Establish a salient social identity; and (7) Incorporate pre-briefs and debriefs with ‘unlikely’ team members. Conclusions: We posit that a MTS approach is more accurate and more fruitful for examining and improving the delivery of cancer care across the cancer continuum.

Purpose This paper aims to test the influence of external information search (EIS) on knowledge elaboration and group cognitive complexity (GCC) under the moderating effect of absorptive capacity (AC is indicated by prior knowledge base and gender diversity). Design/methodology/approach The results of three studies (one field study and two experimental studies) are reported. The first study tests the interaction between EIS and the two dimensions of AC on group knowledge elaboration in a sample of 65 organizational groups. In the second study, EIS was directly manipulated and the interaction with AC in a sample of 65 groups was tested. In the last experimental study, the AC of the boundary spanner (highest level of expertise versus lowest level of expertise) was manipulated and the effects of EIS in a sample of 37 groups were tested. Findings The first study reveals a significant interaction between EIS and prior knowledge base on knowledge elaboration and points toward a compensatory interplay of EIS and AC on GCC. The results of the second study indicate that EIS increases the time spent on task, as well as the efficiency of knowledge integration (GCC per unit of time). Furthermore, EIS has the strongest positive effect on GCC in groups in which at least one of the AC dimensions is average or high. The results of the last study show that the AC of the boundary spanner compensates for the lack of absorptive capacity of the group and also show that the cognitive distance between the boundary spanner and the rest of the group has a negative influence on the efficiency of knowledge integration in groups. Research limitations/implications The limitations of Study 1, common to non-experimental research (related to causality), are dealt with in the second and third studies that establish causality between EIS and GCC. Practical implications The paper has important implications for the management of information search effort in organizational groups, in particular the groups are advised to: engage in EIS to increase their cognitive repertoire and cognitive complexity, delegate, when possible, their most competent members to engage in boundary spanning activities as they will maximize the cognitive benefits of EIS and finally minimize the cognitive dissimilarity between the boundary spanner and the rest of the group to facilitate the effective integration of novel insights into the group cognition. Originality/value This study is among the first empirical attempts to uncover the causal effect of EIS on knowledge elaboration and GCC in groups and to uncover the role of the boundary spanner in the EIS efforts.

Long-duration exploration missions (LDEMs) in space rely on the coordinated efforts of a large, dynamic, and global multi-team system (MTS) that crosses organizational, geographic, cultural, and temporal boundaries. A key role in the spaceflight MTS is the leader who connects or spans the boundaries between distinct teams and supports the development of team cognition. The purpose of the present paper is to provide recommendations on how to train “boundary spanner” leaders and the tools they use to coordinate and communicate with teams in the context of a LDEM MTS. To this end, we address four specific questions focused on 1) how the MTS will change for future missions, 2) identifying the primary boundary spanners, 3) identifying the key attitudes, behaviors, and cognitions (ABCs) for effective boundary spanners, and 4) communication technologies to support the development of team cognition in the MTS. Results indicate six critical boundary spanner roles in the NASA Mission Control Center and 12 ABCs that should be trained. We conclude with concrete recommendations for NASA and its partners to empirically test different training approaches and commercial task management tools the MTS can use to improve communication efficiency and accuracy.