Mission invisible? Managing boundaries for flood protection

Although boundaries are typically seen as hampering inter-organizational collaboration, a lack of clear boundaries does not kindle collaboration either. This paper investigates how boundary spanners manage boundaries in inter-organizational collaboration. I draw on data from a 12-month ethnography of an inter-organizational innovation pilot between water authorities and utility owners in the Netherlands. The aim of this pilot was to improve the logistical and budgetary efficiency of renovations on dykes with underground utility systems, through collaboration between utility companies and water authorities. Findings show how pilot staff and participants were challenged by the invisibility of collaborative work: collaboration was undervalued, seen as a nuisance, and not as a core responsibility. Within the pilot potential measures of collaborative success and action were formulated, and participants learned about potential obstacles. This helped participants to see the potential of collaborative work clearer, and formulate collaborations that could move forward in acknowledgement of limitations. This paper contributes to the boundary work literature by proposing that managing the (in)visibility of boundaries is substantial to the competency of boundary spanners.