Boundary activities and readiness for ... - Projekti-Instituutti
Boundary activities and readiness for ... - Projekti-Instituutti
Boundary activities and readiness for ... - Projekti-Instituutti
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Theoretical background<br />
Table 7 lists earlier empirical studies that distinguish <strong>and</strong> classify different<br />
types of boundary <strong>activities</strong> of teams, units <strong>and</strong> organizations (<strong>for</strong> a more<br />
in-depth review of team-level boundary spanning, see Marrone, 2010). The<br />
table describes the focus of each study <strong>and</strong> the context where boundary<br />
<strong>activities</strong> have been studied, as well as the related empirical data. In<br />
addition to actual boundary spanning <strong>activities</strong>, also those boundary<br />
<strong>activities</strong> are included that concern buffering or guarding the boundary.<br />
Table 7 Summary of earlier studies of boundary <strong>activities</strong><br />
Author(s)<br />
Focus of the study <strong>Boundary</strong> spanning<br />
<strong>activities</strong><br />
Jemison, 1984 The influence of extraorganizational<br />
boundary spanning in<br />
strategic decision<br />
making<br />
Ancona &<br />
Caldwell,<br />
1988<br />
Group members’<br />
<strong>activities</strong> in managing<br />
dependence on<br />
external groups<br />
Ancona, 1990 Team leaders’<br />
strategies toward the<br />
teams’ environment<br />
Ancona &<br />
Caldwell,<br />
1992a<br />
Druskat &<br />
Wheeler,<br />
2003<br />
Levina &<br />
Vaast, 2005<br />
Balogun et al.,<br />
2005<br />
Kellogg et al.,<br />
2006<br />
<strong>Boundary</strong> spanning<br />
behavior, strategies<br />
<strong>and</strong> per<strong>for</strong>mance<br />
<strong>Boundary</strong> spanning<br />
behavior of external<br />
team leaders<br />
<strong>Boundary</strong> spanning<br />
<strong>and</strong> boundary objects<br />
in practice<br />
<strong>Boundary</strong> shaking<br />
during organizational<br />
change<br />
Coordination across<br />
boundaries<br />
In<strong>for</strong>mation acquisition<br />
<strong>and</strong> control<br />
Domain determination<br />
<strong>and</strong> interface, i.e.<br />
managing the customer<br />
interface<br />
Physical input control<br />
Scout<br />
Ambassador<br />
In<strong>for</strong>ming<br />
Parading<br />
Probing<br />
Scout<br />
Ambassador<br />
Task coordinator<br />
Relating<br />
Scouting<br />
Persuading<br />
Empowering<br />
Navigating<br />
Negotiating<br />
Use of boundary objects<br />
Adjusting measurement<br />
systems<br />
Aligning agendas <strong>and</strong><br />
selling<br />
Engaging in stage<br />
management<br />
Managing up, i.e.<br />
lobbying<br />
Gathering intelligence<br />
Display<br />
Representation<br />
Assembly<br />
Isolative<br />
boundary<br />
<strong>activities</strong><br />
Control<br />
<strong>activities</strong><br />
Sentry<br />
Guard<br />
Guard<br />
(Not engaging<br />
in the boundary<br />
spanning<br />
<strong>activities</strong>)<br />
Research context<br />
<strong>and</strong> data<br />
15 organizations from<br />
three industries: food<br />
processors, financial<br />
institutions <strong>and</strong> general<br />
hospitals (124 department<br />
heads, questionnaire<br />
survey)<br />
Product development<br />
teams (interviews with 38<br />
team managers <strong>and</strong> log<br />
data)<br />
Consulting teams (5<br />
teams, observation,<br />
interviews, surveys, <strong>and</strong><br />
log data)<br />
Product development<br />
teams (45 teams,<br />
interviews <strong>and</strong><br />
questionnaire survey)<br />
External team leaders in<br />
manufacturing (19 team<br />
leaders, interviews, focus<br />
groups <strong>and</strong> surveys)<br />
Cross-unit or crossorganizational<br />
IT system<br />
implementation (two<br />
longitudinal case studies,<br />
observations <strong>and</strong><br />
interviews)<br />
Change agents in<br />
managing crossorganizational<br />
change<br />
initiatives (7 embedded<br />
cases, interviews, log<br />
data, <strong>and</strong> focus groups)<br />
Post-bureaucratic<br />
organization, i.e.,<br />
collaboration between<br />
communities (single case,<br />
interviews, observation,<br />
<strong>and</strong> document review)<br />
65
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