Extending Organizational Role Theory to Understand Shared Resources and Role Encroachment in Organizations

Abstract

This dissertation follows in the tradition of role theory and organizational scholarship by examining how one role can be taken over by another, which can be referred to as encroachment. Previous organizational role research has not explored fully encroachment and its effects. Therefore, this study investigated factors that lead to role encroachment, especially the sharing of internal resources, and how individuals cope with the effects of encroachment. To conduct the study, focus groups of marketing and public relations departments were analyzed to explain how roles are enacted within their practical context. The goals of this dissertation were to (a) investigate how shared resources affect role boundaries and role enactment that can lead to encroachment, (b) explain the concept of encroachment and how it affects role enactment, and (c) investigate the conflict between public relations and marketing that can lead to encroachment in the age of social media. The study found themes related to: (a) definitions of encroachment, (b) factors facilitating encroachment, (c) factors affecting the intensity of encroachment, (d) shared resources and their effects on encroachment, (e) implications of encroachment to the individual, department, and organization, and (f) ways people deal with encroachment. First, encroachment was defined in three ways: the overtaking of tasks, or receiving unwanted strategic guidance, or interference of organizational processes. Second, the study found that role ambiguity and the communication of and adherence to cultural norms invite or prevent encroachment. Third, role ambiguity and organizational culture were found to be the dominant factors that affect the intensity of encroachment. Fourth, the study found that tangible macro resources, like organizational culture and structure, and practical resources, such as information and skill sets, facilitate encroachment. Fifth, findings indicated that implications of encroachment include stress, frustration, and confusion at the individual level; an us versus them mentality and role conflict at the departmental level; and broken relationships with external partners, lack of organizational nimbleness, and wasted time and money at the organizational level. Lastly, the study found that people deal with encroachment by providing and receiving emotional and informational social support, and by accumulating and spending social capital through relationship building within the organization. Theoretical implications of this research indicate that role conflict, role ambiguity, and boundary spanning role theory relate to encroachment. In addition, previous theory focused on external resource use by organizations can be expanded to evaluate the internal use of resources. Theory from interpersonal communication, such as social exchange theory, social support, and social capital, relate to how people facing encroachment cope with their roles being infringed upon. Practical implications of this dissertation include recommendations for organizations including increased communication of role boundaries and evaluations of restrictive cultural norms. The findings from this study provide an understanding of encroachment and indicate directions for further development of theory about encroachment and role enactment.