Introduction
Working across boundaries refers to working beyond the expected groupings such as international boundaries and social groups. This concept has been a topic for discussion in most forums, particularly in the field of public administration and management. Throughout these discussions, notions have emerged that continue to set the basic principles in this relatively new field. Some of the notions captured in this study include inter-sectoral, inter-organisational, and inter-jurisdictional notions (Carlile, 2002:443).
From these notions, some terms have been formulated including collaboration, collaborative government, horizontal coordination, and holistic government (Bogdanor, 2005:52). The binding notion for collaborative efforts demonstrated by the individuals is that current organisational dispensations must allow room for working across boundaries so that goals may be achieved.
The purpose of this essay is to analyse and discuss the advantages and disadvantages of working across boundaries. The analysis will be based on models that have been developed on the topic. The new models developed in management have identified working across boundaries as one of the major components. Several authors and researchers have also developed a variety of models, with working across boundaries being central in most of the policies developed by organisations.
The essay is divided into three major sections. The first section presents the advantages of working across boundaries. Because the topic is a relatively new concept, which can be attributed to globalisation and has its strengths and weaknesses, the second section will show the disadvantages of working across boundaries. As there is relatively little discussion of the concept in the literature, the last section will conclude whether the strategy of working across boundaries can be adopted for use in organisations or not.
Advantages
Several authors, including Denhardt and Denhardt (2000: 550), whose model is based on shared leadership and collaborative structures, have developed newer models with the aim of promoting better collaboration between organisations and governments Osborne (2006: 378) also suggests another model that incorporates working across boundaries.
He attempts to include the notions of inter-dependence and inter-organisational management. The other researcher whose model includes working across boundaries as a key component is Halligans (2007: 218). In his model, he stipulates that integrated governance is a form of horizontal collaboration.
Delineates components and populations
Boundaries are important in delineating components and populations that are utilised in many ways to demarcate what is included from what is not in a set of things and/or populations. In organisational management, boundaries allow accountability, as organisations are able to impose their rules within their organisational boundaries. Several kinds of boundaries have been described, with the most common being geographical boundaries.
Some of the other boundaries include symbolic boundaries, which are described by Lamont and Molnar (2002: 168) as being “conceptual distinctions made by social actors to categorise objects, people, practices, and even time and space”. Social boundaries are also described as “objectified forms of social differences which create patterns of association and structure social interactions, and manifest as groupings of individuals” (Lamont and Molnar, 2002: 168).
The 21st century has seen a number of challenges. Governments and other organisations have adopted working across boundaries as their modus operandi. Coping with the challenges of the 21st century requires the collaborative efforts of people across boundaries because most of these challenges are universal and difficult to control.
Some authors propose that entities work across borders and should develop perpetual collaboration (Cortada et al., 2008:2). These researchers claim that working together across the boundaries of single agencies and government will be crucial in the better performance of these entities (Cortada et al., 2008:2).
Working across international boundaries is also important in securing cheap and available resources across these boundaries. The realisation that no single entity can exist alone is driving international collaboration. Working across boundaries also provides better chances of achieving the set goals.
Only those who work across boundaries have a better chance of success in the future (Economist Intelligence Unit, 2007: 4). There are reasons why this way of working can make organisations more successful, including the ease of getting cheap labour, wider market availability, and the presence of experts away from the traditional markets and economies.
Forms a basis for correcting problems
Another advantage to working across boundaries is that it forms a basis for correcting problems that are caused by the separation of functions in the various sectors (Ling,2002: 616). Working across these boundaries allows companies and individuals with related functions to merge and offer services and goods at a better rate compared to those that work alone in a specific field (Edwards, 2001: 79).
Ling stated that some boundaries, such as those between departments, sectors in private and public entities, are a major hindrance to the provision of goods and services, and that people should work towards abolishing these boundaries (Ling 2002: 616).
Wilkins (2002: 105) reveals that working across boundaries is a significant part of international collaboration, and, hence, a better way of settling disputes. The reason that some areas in the world are not as successful as they ought to be is that they have not managed to build inter-organisational capacity. Working across boundaries allows for the sharing of organisational strengths while boosting areas that some entities are unable to carry out on their own.
It also allows organisations to enjoy some of the benefits that exist beyond the geographical boundaries, such as adopting policies that may exist across these boundaries. For government systems around the world, working across geographical boundaries is also beneficial because it allows for coordination between governments. This increases international collaboration, which improves the global economy.
Working across boundaries has also been fronted as a means to respond to complex situations. Some problems that are evident in public policy can only be addressed by working across boundaries. The literature proposes that it can reduce fragmentation and ensure efficient delivery of services.
Cortada et al. (2008: 2) state that some of the current trends in societies and governments are the process of globalisation, threats to security and the rapid growth of information technology. The authors confirm that the problems originating from globalisation may be mitigated through collaboration, which involves organisations, governments and individuals to work across boundaries (Cortada et al., 2008: 2).
Some other authors also emphasise the problems that governments face as some of the main reasons for why they should work across boundaries. The complexity of the problems facing the various entities within governments and organisations necessitates the need to outsource.
Wilkins reveals that the problems have no respect for social, regional, or any other boundaries but run across all of them (2002: 104). Therefore, it is important that people and organisations also work across these boundaries to ensure the best ways of overcoming the problems. Several international problems exhibit a nature of metamorphosis. Working across such borders ensures that these problems are adequately taken care of.
Organisations are able to reduce operational costs in a number of ways when they work across boundaries. Traditionally, working in one country made organisations and enterprises subjective to the existing policies, which were not necessarily favourable to their operations (Heracleous, 2004: 96). With the newer trend of working across geographic and international boundaries, organisations are able to establish the best countries to carry out some of their operations.
These places have policies that can facilitate the efficient operation and carrying out of services. Some of the factors that may be favourable include tax regimes, the prices of raw materials and labour, the availability of resources and workers, and cheaper transportation costs (Stoker, 2006: 42). The large number of companies that are currently operating across geographical boundaries can demonstrate this observation.
A positive driver of competition
Working across boundaries also drives competition. Through the experience that working in other countries provides, individuals are able to learn from the new areas or campaign for change in the original areas of their work. Individuals with the capability to institute changes also do this based on their experience in these new countries where they work.
Organisations are also able to establish large markets through working across boundaries (Cabinet Office, 2000: 1). The combined population of the areas that are served through the breaking down of boundaries is sufficient to guarantee increased and sustained markets. The strategy guarantees profitability. Another way in which this can increase profitability is by lowering the costs of operations through increases in efficiency.
Working across boundaries also has an advantage of establishing synergies when organisations, government sectors or individuals work together. One of the researchers who support this notion is Pollitt.
According to him, working across boundaries has the effect of creating synergies within a network or a specific policy area, with this goal being achieved through the collaboration of the key stakeholders (Pollitt, 2003: 35). Other researchers also support the notion that working across boundaries creates leverage for the available resources within all areas and sectors of a society (Cortada et al., 2008: 7).
Another benefit of working across boundaries is that it can increase efficiency and effectiveness in the provision of goods and services. This helps organisations remain competitive in the market. Ling states that the achievement of individual government objectives may be done using “joined-up government” (JUG), which is one of the popular descriptors of working across boundaries (2002: 616) where governments collaborate both vertically and horizontally with other governments to achieve shared goals.
Through this policy, governments and organisations are able to utilise the scarce resources in various fields, such as infrastructure, labour, and industrial raw materials, thus ensuring increased efficiency. The policy also allows room for the provision of services to citizens in their variety. Another effect is that it eliminates tension between policies and removes contradictions (Ling 2002: 616).
Assists with pooling resources
Another advantage of working across boundaries is the pooling of resources. Organisations are able to generate more resources out of the collaboration generated from working across boundaries (Donahue, 2004: 31). This strategy makes the operation of organisations, societies and governments more efficient and productive (Hood, 1996: 10). The other advantage related to this way of working is the effect of reducing transaction costs in the process of collaboration.
Some of the other advantages of working across boundaries in this context include interaction between different cultures, religions, and societies. Working across boundaries enables individuals, organisations and other entities to work together and learn from each other.
Through interactions within cultures and societies, the different ideologies held by each can be shared for the benefit of the other. It is through collaboration brought about by working across boundaries that large institutions have evolved to work towards the achievement of goals for the betterment of society.
Working across boundaries has also been a significant source of innovation as more and more people get the resources they need to advance their ideas. It is easy to understand why organisations work across boundaries in outsourcing staff, technology and resources.
They find the environment more convenient on one side of the geographical border and, hence, the need to work across boundaries. Working across boundaries also has a role to play in the development of organisational culture. Where organisations work across boundaries, they are able to develop a culture that is compatible with their goals. They have a number of choices as opposed to working within a limited sector, culture or region.
Disadvantages
Attracts factors that are detrimental to organisations’ existence
Despite the large number of advantages of working across boundaries, there are a number of disadvantages to the same. Working across boundaries exposes people, organisations and governments to several factors that may be unfavourable to their existence. One of these factors is a culture that may be harmful to the entity (Huxham, 1996: 42).
Organisations have a set of norms within which they work. These norms are necessary for a continued positive performance. When they start working across boundaries, some of the likely outcomes are that the organisation may adopt a culture that is not native to it and, as a result, interferes with its output.
Collaboration as a form of working across boundaries may not be beneficial to some organisations and institutions. By working across boundaries, people often assume shared responsibility. Work is neglected, as each of the partners feels it is the responsibility of the other. The result is a destructive instead of synergistic partnership.
Some governments also express reservations to working across boundaries for the same reasons (Perri, 1997: 22; Broussine, 2003: 14). Another effect of working across boundaries is loss of autonomy. Working within a limited region or society enables institutions to have autonomy and total control total control over the area in which they are dominant. If these institutions choose to work across boundaries, they will lose the autonomy that they previously enjoyed.
Working across boundaries also has the disadvantage of exposing organisations, companies and government institutions to competition, which is another unfavourable situation. Adding competition to the already competitive market attracts poor performance of the institution in comparison with those that specialise in only one sector or within one region.
The added competition also puts organisations at risk of losing their original hold on the local sector and areas. The new areas or territories may also be too expensive to operate or maintain branches in.
Threatens existing power structures and bases
Working across boundaries also serves as a threat to the existing power structures and bases. With organisations and institutions pursuing the same strategy, working across boundaries may have the effect of offsetting the existing power balance where those in power exhibit resistance to the whole idea of change (Parston& Timmins, 1998: 24).
There are several reasons why the idea of working across boundaries may not be popular with some of the members of the institutions in question. One is that they may not be willing to work under the new dispensation created by the move. As a result, people in power tend to put the move in jeopardy or envisage its failure.
Working across boundaries also creates multiple centres of accountability for people working in different areas. This situation creates tension within the ranks of units working across boundaries. The result is that members of the institution or employees are not able to tolerate the move to work across boundaries (Donahue, 2004: 31). Apart from accountability issues, working across boundaries creates interaction between different people and cultures.
The result may be harmful to the existence of the institutions. One example is where organisations choose to work across boundaries and develop new organisational ways of life influenced by their experiences in the new markets, which may be detrimental to their existence. Several organisations ended up closing down after they attempted to work across boundaries. This work across boundaries was the main reason for their closure.
An added expense
Another disadvantage of working across boundaries of specialism where an organisation chooses to specialise in other fields is the added expense that it may incur for the institution that chooses to do so.
By venturing into other areas that may not necessarily be the organisation’s specialism, the management has to invest in more resources with the aim of sustaining their operations in the new area. These added costs and responsibilities are an expense to institutions, government and organisations working across boundaries. They may contribute to poor performance.
Every field, region, industry, country and area of specialisation has particular problems that are unique to it. Institutions operating in any one of these have had considerable time to adapt to these challenges and develop ways of tackling them. If another organisation should venture in the speciality without proper preparation, the existing challenges also affect the organisation.
Companies already in this market are able to compete more effectively as compared to the new company, based on the experiences they have on similar problems in the past. The organisations, as a result of being unable to compete, would therefore perform poorer compared to the already existing organisations in these markets. The result is that the new organisations would fail in the market, with other organisations even buying them out.
The other expense of working across boundaries is the volatility of any boundary, be it social, regional, sectoral or geographical. Working across boundaries has the effect of unpredictability, with institutions and organisations having little control over the new areas into which they attempt to venture. The eventual attempt to withdraw from the cross-boundary interaction may be costly and time-consuming, thus contributing to the poor performance of the entity.
The next disadvantage of working across boundaries that relates to expenses is the presence of administrations that may not be compatible with the objectives of individuals and the organisation as a whole, with this situation leads to a decline in the output and performance.
Conclusion
The paper has examined and analysed the meaning of working across boundaries and the various advantages and disadvantages that exist in the process adopting such a strategy. Some of the scholars who proposed the various models have been mentioned, with the disadvantages and advantages of working across boundaries being discussed. The paper also discusses the major advantages and disadvantages of working across boundaries.
The advantages outweigh the disadvantages. Working across boundaries has been described a major utility in the goal of overcoming the global challenges that have emerged because of globalisation. It has been recognised as a way of ensuring that organisations develop a desirable organisational culture through interaction.
Institutions are also able to work on some of the problems in their operations through working across boundaries. Government collaboration is also a significant result of working across boundaries. Another major advantage is that organisations are able to outsource resources, expand their markets and work in areas in which they are assured of a constant supply of raw materials and labour.
Despite the above advantages, there are some disadvantages to the process of working across boundaries. One is the unpredictable nature of new ventures. Besides, working across boundaries puts operations at risk. Competition is also increased in the process of working across boundaries, based on the evident extra costs that the venture brings about.
Working across boundaries also creates problems relating to politics and power, with the result being poor performance. The paper establishes that working across boundaries is, overall, a beneficial policy that should be adopted; however, it should be done cautiously and after adequate analysis and evaluation. Organisations, governments, individuals and other institutions should consider working across boundaries because it is beneficial.
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