A Multilevel Investigation of Antecedents and Consequences of Team Member Boundary-Spanning Behavior

Marrone, Jennifer A.; Tesluk, Paul E.; Carson, Jay B.

doi:10.5465/amj.2007.28225967

Cited by 300 publications

(349 citation statements)

References 29 publications

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“…Such ties enable MMs reporting to boundaryspanning TMs to reconcile the contradictions inherent in different bodies of knowledge, values and beliefs originating from TMs. For instance, Marrone et al (2007) found that direct boundary-spanning yielded benefits to unit MMs by reducing their role overload. Thus, direct boundary-spanning by MMs may provide them with emotional support from peers or help them prioritize tasks and devise strategies to cope with conflicting demands originating from TMT members (Kohli and Jaworski 1994).…”

Section: The Role Of Fit Between Multi-level Tiesmentioning

confidence: 99%

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Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Glaser

Fourné

Elfring³

2015

Small Bus Econ

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Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units' exploratory innovation. Analyses of multi-source and multi-level data, collected from 72 top managers (TMs) and 397 middle managers (MMs) operating in 34 units of a multinational organization, indicate that TMs' boundaryspanning is positively related to units' exploratory innovation, but also has a cascading effect on MMs by increasing their perceived role conflict. MMs' role conflict is negatively related to units' exploratory innovation and thus offsets some of the benefits gained through TMs' boundary-spanning activities. Taking a configurational perspective on social exchanges at multiple levels, we show that role conflict is reduced by overlapping boundary-spanning ties among TMs and MMs. Surprisingly, MMs' boundary-spanning does not relate to exploratory innovation. Our study shows that with regard to boundary-spanning, a top-down approach to CE as strategic renewal may be most effective because TMs play a key role in driving exploratory innovation. However, TMs need to be aware of the cascading social liabilities of their boundary-spanning behavior and ensure MMs develop similar networks. We advance ongoing debates in studies about CE and social networks by providing empirically validated insights into who drives strategic renewal and by uncovering the benefits and costs of social exchanges for strategic renewal. Furthermore, we uncover potential causes of mixed findings in network theory research and highlight a remedy to social liabilities.

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Section: The Role Of Fit Between Multi-level Tiesmentioning

confidence: 99%

“…Because HLM does not provide bottom-up processes, we followed Marrone et al (2007) and aggregated role conflict (mean ICC = .72) at the unit level by averaging MMs' role conflict scores per unit. We conducted linear regression analysis to test our third hypothesis.…”

Section: Analytical Approachmentioning

confidence: 99%

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Glaser

Fourné

Elfring³

2015

Small Bus Econ

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“…These challenges highlight the need for effective collaboration that leverages the differences among organizational participants with the aim of producing innovative, synergistic solutions while balancing divergent concerns and interests (Hardy et al, 2005). One important aspect of effective collaboration within an organization involves processes of team boundary spanning, that is, when organizational members establish and manage interactions with others in the company who are outside their immediate workgroup or team (Ancona, 1990;Ancona and Caldwell, 1992;Marrone et al, 2007).…”

Section: Introductionmentioning

confidence: 99%

Team Boundary Spanning: Strategic Implications for the Implementation and use of Enterprise Social Media

Osch

Steinfield

2016

Journal of Information Technology

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Recent team boundary spanning literature has recommended a shift toward assessing the role of virtual tools -such as social media. Simultaneously the proliferation of Enterprise Social Media (ESM) points to the need to theorize and investigate the supra-individual usage of these tools, such as their usefulness for organizational groups. This paper responds to both mandates through a theoretical integration of the team boundary spanning and existing ESM literature. Using data from two studies -one qualitative and one quantitative -this papers addresses two important research questions regarding the empirical relationship between team boundary spanning and ESM for understanding (i) the types of team boundary-spanning activities that group members enact through ESM and (ii) the effects of ESM on extra-team stakeholders' perceptions and reciprocating actions vis-à-vis the team boundary-spanning activities of these group members. The results of this study show that ESM, largely as a function of their visibility affordance, supports a narrow set of representational activities, but offers only limited support for information search and coordination. Furthermore, the findings reveal that ESM activity has a positive effect on extra-team stakeholders' recognition and financial support of the representational ESM posts emanating from the boundary-spanning group. Important implications for theory, strategy, and design are discussed.

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“…We perceive boundary spanning, however, as a broad set of activities matching with Howells' definition of an intermediary as an organization that acts as an agent or broker in any aspect of the innovation process between two or more parties (2006: 720), thus also including enhancing of collaborative learning and co-creation. Further, the focus of boundary-spanning may be on individual persons, teams or organizations (networks) or on all three (Williams, 2002;Marrone et al, 2007;Harvey et al, 2014). In this paper, we focus on the organization level with Living labs as temporary network organizations.…”

Section: Boundary-spanningmentioning

confidence: 99%

Living Labs as boundary-spanners between Triple Helix actors

Geenhuizen¹

2016

J. Contemp. East. Asia

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A Multilevel Investigation of Antecedents and Consequences of Team Member Boundary-Spanning Behavior

Cited by 300 publications

References 29 publications

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Team Boundary Spanning: Strategic Implications for the Implementation and use of Enterprise Social Media

Living Labs as boundary-spanners between Triple Helix actors

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