Boundary work in knowledge teams.

Abstract

The purpose of this article is to promote an open systems perspective on team research. The authors develop a model of team boundary activities: boundary spanning, buffering, and reinforcement. The model examines the relationship between these boundary activities and team performance, the moderating effects of organizational contextual factors, and the mediating effect of team psychological safety on the boundary work-performance relationship. These relationships were empirically tested with data collected from 64 software development teams. Boundary spanning, buffering, and boundary reinforcement were found to relate to team performance and psychological safety. Both relationships are moderated by the team's task uncertainty and resource scarcity. The implications of the findings are offered for future research and practice.

Exploring the importance of team psychological safety in the development of two interprofessional teams

“…Previous studies have shown that involving team members in developing team goals, celebrating progress, and developing an understanding of each other's roles are important in building TPS (Faraj & Yan, 2009). Common sense suggests that these activities necessitate recurring interaction between individuals.…”

Managing coordination in multiteam systems: integrating micro and macro perspectives

“…After all, component teams lack the mutual knowledge required to implicitly account for each other's demands (Ford & Schmidt, 2000;Joshi et al, 2009), and the integration team provides little information to facilitate such efforts DeChurch & Marks, 2006). Thus, the difficulties of aligning actions across component teams may overburden members' limited capacities (Faraj & Yan, 2009;Marrone, 2010). Even multiteam systems with functionally broad members (high IFD), however, are unlikely to effectively use their mutual knowledge for horizontal coordination when vertical coordinated action is lacking.…”

Research on the Trans-Boundary Ecological Strategic Transformation Model of Enterprises: XR & DR Double Case

“…First, in recent years, research has focused on identifying and exploring the influencing factors of team cross-border cooperation: personal factors, environmental factors and organizational factors [8]. Although it is important to study the effect of cross border factors, but the lack of relationship between them or interaction analysis; secondly, in the research of enterprise organizational boundaries mainly focus on individual and organizational boundary spanning across the two aspects of strategy and its interaction analysis, the lack of suitable research on organizational boundary and cross border strategic coordination mechanism and path.…”