Change program initiation: Defining and managing the program–organization boundary

Recent program management research expresses the need to understand complex programs as part of their uncertain, dynamic context. Of particular interest is program initiation when the temporary program organization emerges. This study focuses on boundary spanning at the program–parent organization interface during the early program phases. We employ a qualitative research strategy to examine boundary activities and organizational enablers and constraints in initiating a significant change program in a public sector organization. According to our results the emergence of a program requires several iterative cycles of integration with and isolation from the parent organization, facilitated by skilled activities of defining and shaping the boundary, representing and legitimizing the program, information scouting and negotiation, guarding and ensuring continuity.