{"id":{"repo_id":"gmu","oai_identifier":"oai:MARS:1920/8468"},"canonical_url":"https://search.dev.ndltd.org/etd/gmu/oai:MARS:1920/8468","repository":{"repo_id":"gmu","name":"George Mason University","base_url":"https://mars.gmu.edu/server/oai/request"},"display":{"title":"Negotiating Cultural Boundaries: How Individuals Traverse the Fragmented Terrain of Higher Education","abstract":"This thesis describes the ways in which organizational culture and sub-cultures inform how individuals work across the fragmented terrain of higher education. Through a qualitative case study at George Mason University eighteen individuals were interviewed to explore the role of organizational culture and sub-cultures in their collaborative interactions. Among the results are that the motivations, awareness and strategies of individuals are informed by both the overarching organizational culture and sub-cultural differences. Each of these aspects of individuals reifies another. Organizational culture in the form of shared mission and goals motivates individuals to collaborate beyond subcultures. This motivation requires a deep awareness of others in the organization. By broadening their knowledge base, individuals are better able to construct strategies for successful collaboration. When successful, these strategies – relationship and network building, tailored communication, active listening, advocacy and adaptable approach – in turn, provide new motivation and greater awareness. These findings are useful in that they provide insight into collaborative effectiveness that internal boundary spanners can use to bridge the loosely-coupled components of their institutions for greater organizational success.","abstract_html":"This thesis describes the ways in which organizational culture and sub-cultures inform how individuals work across the fragmented terrain of higher education. Through a qualitative case study at George Mason University eighteen individuals were interviewed to explore the role of organizational culture and sub-cultures in their collaborative interactions. Among the results are that the motivations, awareness and strategies of individuals are informed by both the overarching organizational culture and sub-cultural differences. Each of these aspects of individuals reifies another. Organizational culture in the form of shared mission and goals motivates individuals to collaborate beyond subcultures. This motivation requires a deep awareness of others in the organization. By broadening their knowledge base, individuals are better able to construct strategies for successful collaboration. When successful, these strategies – relationship and network building, tailored communication, active listening, advocacy and adaptable approach – in turn, provide new motivation and greater awareness. These findings are useful in that they provide insight into collaborative effectiveness that internal boundary spanners can use to bridge the loosely-coupled components of their institutions for greater organizational success.","abstract_has_math":false,"creators":["Klein, Carrie"],"institution":null,"degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2013,"date_issued":"2013-09-12","date_published":"2013-09-12","updated_at":"2026-07-27T19:52:12Z","subjects":["Organizational theory","Higher education","Organizational culture","Boundary spanning","Collaboration"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["hdl:1920/8468"],"render_values":[{"text":"hdl:1920/8468","href":null,"code":true}]}]},"links":{"outbound_url":null,"outbound_label":null,"outbound_source":null},"metadata_groups":[{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.issued","label":"Date","values":["2013-09-12"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Organizational theory","Higher education","Organizational culture","Boundary spanning","Collaboration"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["hdl:1920/8468"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.other","label":"Dc Description Other","values":["This thesis describes the ways in which organizational culture and sub-cultures inform how individuals work across the fragmented terrain of higher education. Through a qualitative case study at George Mason University eighteen individuals were interviewed to explore the role of organizational culture and sub-cultures in their collaborative interactions. Among the results are that the motivations, awareness and strategies of individuals are informed by both the overarching organizational culture and sub-cultural differences. Each of these aspects of individuals reifies another. Organizational culture in the form of shared mission and goals motivates individuals to collaborate beyond subcultures. This motivation requires a deep awareness of others in the organization. By broadening their knowledge base, individuals are better able to construct strategies for successful collaboration. When successful, these strategies – relationship and network building, tailored communication, active listening, advocacy and adaptable approach – in turn, provide new motivation and greater awareness. These findings are useful in that they provide insight into collaborative effectiveness that internal boundary spanners can use to bridge the loosely-coupled components of their institutions for greater organizational success."]},{"key":"dc:title","label":"Title","values":["Negotiating Cultural Boundaries: How Individuals Traverse the Fragmented Terrain of Higher Education"]}]}],"canonical_facts":{"dc:date.issued":["2013-09-12"],"dc:description.other":["This thesis describes the ways in which organizational culture and sub-cultures inform how individuals work across the fragmented terrain of higher education. Through a qualitative case study at George Mason University eighteen individuals were interviewed to explore the role of organizational culture and sub-cultures in their collaborative interactions. Among the results are that the motivations, awareness and strategies of individuals are informed by both the overarching organizational culture and sub-cultural differences. Each of these aspects of individuals reifies another. Organizational culture in the form of shared mission and goals motivates individuals to collaborate beyond subcultures. This motivation requires a deep awareness of others in the organization. By broadening their knowledge base, individuals are better able to construct strategies for successful collaboration. When successful, these strategies – relationship and network building, tailored communication, active listening, advocacy and adaptable approach – in turn, provide new motivation and greater awareness. These findings are useful in that they provide insight into collaborative effectiveness that internal boundary spanners can use to bridge the loosely-coupled components of their institutions for greater organizational success."],"dc:identifier":["hdl:1920/8468"],"dc:subject":["Organizational theory","Higher education","Organizational culture","Boundary spanning","Collaboration"],"dc:title":["Negotiating Cultural Boundaries: How Individuals Traverse the Fragmented Terrain of Higher Education"],"dc:type":["Thesis"]},"updated_at":"2026-07-27T19:52:12Z"}