Connecting Worlds through Self-Synchronization and Boundary Spanning

This chapter investigates knowledge sharing in collaborative work. Through two empirical studies of personnel working offshore and onshore in an oil company, the authors address the role of self-synchronization and boundary spanning as practices for improving collaboration in integrated operations. They focus on the following enabling capabilities for collaborative work: management, knowledge sharing, trust, shared situational awareness, transparency, and information and communication technology. This chapter is more concerned with the people, process, and governance aspects of a capability development process for integrated operations. The authors are especially interested in how self-synchronization and boundary-spanning practices emerge in a dynamic relationship with the identified enabling capabilities. Self-synchronization and boundary-spanning practices influence the enabling capabilities and vice versa. In the end the improved practices and the enabling capabilities are so intermingled that it becomes difficult to describe causal relations and effects.