From the outside in: The negative spillover effects of boundary spanners' relations with members of other organizations

Ramarajan, Lakshmi; Bezrukova, Katerina; Jehn, Karen A.; Euwema, Martin

doi:10.1002/job.723

Cited by 24 publications

(18 citation statements)

References 111 publications

(148 reference statements)

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“…These strategies allowed the BSAs to persevere, learn, and become more effective in the face of the many challenges and, as importantly, provided the social and emotional support required in the position. The stresses of boundary spanning are noted in the literature, 10,55,56,61,63 but in very different contexts, and any future efforts in the present contexts must anticipate this need.…”

Section: Knowledge Skill Development and Contextual Analysismentioning

confidence: 99%

Boundary‐spanning actors in complex adaptive governance systems: The case of multisectoral nutrition

Pelletier

Gervais

Hafeez-ur-Rehman

et al. 2017

Health Planning & Management

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A growing literature highlights complexity of policy implementation and governance in global health and argues that the processes and outcomes of policies could be improved by explicitly taking this complexity into account. Yet there is a paucity of studies exploring how this can be achieved in everyday practice. This study documents the strategies, tactics, and challenges of boundary‐spanning actors working in 4 Sub‐Saharan Africa countries who supported the implementation of multisectoral nutrition as part of the African Nutrition Security Partnership in Burkina Faso, Mali, Ethiopia, and Uganda. Three action researchers were posted to these countries during the final 2 years of the project to help the government and its partners implement multisectoral nutrition and document the lessons. Prospective data were collected through participant observation, end‐line semistructured interviews, and document analysis. All 4 countries made significant progress despite a wide range of challenges at the individual, organizational, and system levels. The boundary‐spanning actors and their collaborators deployed a wide range of strategies but faced significant challenges in playing these unconventional roles. The study concludes that, under the right conditions, intentional boundary spanning can be a feasible and acceptable practice within a multisectoral, complex adaptive system in low‐ and middle‐income countries.

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Section: Knowledge Skill Development and Contextual Analysismentioning

confidence: 99%

Boundary‐spanning actors in complex adaptive governance systems: The case of multisectoral nutrition

Pelletier

Gervais

Hafeez-ur-Rehman

et al. 2017

Health Planning & Management

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“…From a theoretical standpoint, human factors and detrimental team processes in HRTs (including conflict, asymmetry perceptions and stress and coping appraisals) have largely been overlooked in the literature, despite that these variables contribute to the success or failure of emergency responses more than other variables combined (Grutterink et al, 2012;Mas et al, 2013;Ramarajan et al, 2004Ramarajan et al, , 2011Waller and Jehn, 2000;Weldon et al, 1991). In this article, we seek to remedy this issue by proposing a novel conceptual framework.…”

Section: Resultsmentioning

confidence: 93%

“…social systems, conflict, characteristics of HRTs), by contrast, have been largely understudied. Yet research examining workgroups and teams in organizations shows that human factors explain more of the variance in team success or failure than other factors combined (Grutterink et al, 2012;Mas et al, 2013;Ramarajan et al, 2004Ramarajan et al, , 2011Waller and Jehn, 2000;Weldon et al, 1991). Therefore, we propose that it is imperative to pay more attention to human factors that improve the functioning of HRTs, leading them to respond to disastrous events and work together effectively under intense time pressure and dynamic conditions.…”

Section: Introductionmentioning

confidence: 88%

High reliability teams: new directions for disaster management and conflict

Jehn

Techakesari

2014

International Journal of Conflict Management

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Purpose -The aim of this paper is to present a framework that can be used to identify detrimental team processes in high reliability teams (HRTs), such as conflict, asymmetric perceptions and stress and coping appraisals, and develop interventions that eliminate these detrimental team processes. In addition, this paper suggests new directions for future disaster management and conflict research. Design/methodology/approach -This framework is developed based on past theories (i.e. Intragroup Conflict Theory and Biopsychosocial Model of arousal regulation) and their associated empirical studies. Findings -The present article brings a multi-method, multi-level approach to examine the prevalence of detrimental team processes in HRTs, their impact on performance and stress-related health outcomes and how they can be prevented or managed. Originality/value -This paper provides a novel conceptual framework that highlights the importance of considering human factors and team processes in improving the response speed, accuracy and efficiency of high reliability team members and ensuring the health and well-being of both responders and recipients of care.

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“…Of course, salespersons might receive negative information about the organization even during non‐high threat times (e.g., Ramarajan et al ., ). Still, not all negative information serves as a cue to revisit and reconstruct their perceptions of the organizational identity.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Mirror, Mirror on the Wall: Identity‐Image Interactions for the Sales Force in High Threat Situations

Rodrigues¹,

Krishnamurthy²

2016

European Management Review

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During times of threat to organizational identity, managers often formulate strategies to regain the organization's original standing. Yet, they frequently ignore the identity‐image interactions that occur for boundary‐spanning members, despite such interactions having the potential to play a pivotal role in the organization's recovery. We propose that, in high‐threat situations, customer‐directed boundary‐spanners, like the sales force, become aware of the discrepancy between the organizational image projected by the organization (Projected Image) and the organizational image perceived by customers (Perceived Image). Consequently, boundary‐spanners restructure their perception of the organizational identity. This restructuring is moderated by several factors. The restructured organizational identity results in the boundary‐spanner manifesting a new projected image, with its attendant assertions and behaviors. We thus synthesize and extend the literature on identity‐image interactions and provide avenues for further research. We also discuss the beneficial managerial implications of closely monitoring the image‐identity interactions of boundary‐spanners in high threat situations.

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From the outside in: The negative spillover effects of boundary spanners' relations with members of other organizations

Cited by 24 publications

References 111 publications

Boundary‐spanning actors in complex adaptive governance systems: The case of multisectoral nutrition

Boundary‐spanning actors in complex adaptive governance systems: The case of multisectoral nutrition

High reliability teams: new directions for disaster management and conflict

Mirror, Mirror on the Wall: Identity‐Image Interactions for the Sales Force in High Threat Situations

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