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The Myth of the Boundaryless Organization
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Communications of the ACM archive
Volume 44 ,  Issue 12  (December 2001) table of contents
SPECIAL ISSUE: Global Applications of Collaborative Technology table of contents
Pages: 74 - 76  
Year of Publication: 2001
ISSN:0001-0782
Authors
Sue Newell  University of London, England, U.K.
Shan L. Pan  National University of Singapore
Robert D. Galliers  London School of Economics, London, U.K.
Jimmy C. Huang  University of Aberdeen, Scotland, U.K.
Publisher
ACM  New York, NY, USA
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DOI Bookmark: 10.1145/501347.501350

ABSTRACT

Technology does not make cultural and business boundaries disappear simply because it exists.


REFERENCES

Note: OCR errors may be found in this Reference List extracted from the full text article. ACM has opted to expose the complete List rather than only correct and linked references.

 
1
Ashenkas, R, Ulrich, D, Jick, T., and Kerr, S. The Boundaryless Organization: Breaking the Chains of the Organizational Structure. Jossey Bass, San Francisco, CA (1998).
 
2
Brown, J.S. and Duguid, P. Organizing knowledge. Calif. Management Rev. 40, 3 (Spring 1998), 90-106.
 
3
Scott-Morton, M.S. The Corporation of the 1990s: Information and Organizational Transformation. Oxford University Press, Oxford, U.K. (1991).
 
4
Trist, E.L. and Bamforth, K. Some social and psychological consequences of the Longwall method of coal-getting. Human Relations 4 (1951), 3-38.

Collaborative Colleagues:
Sue Newell: colleagues
Shan L. Pan: colleagues
Robert D. Galliers: colleagues
Jimmy C. Huang: colleagues

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