Team Boundary Spanning in a Large Engineering Project

This paper reports on a qualitative study of how 12 work teams and a project-management team spanned their boundaries in a large engineering project. The study identified two types of boundary-spanning activities. Project-level managers carried out receptive activities in which they spanned boundari...

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Veröffentlicht in:	Small group research 2021-08, Vol.52 (4), p.405-430
1. Verfasser:	Kou, Chia-Yu
Format:	Artikel
Sprache:	eng
Schlagworte:	Engineering Management Qualitative research Teams Teamwork
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description	This paper reports on a qualitative study of how 12 work teams and a project-management team spanned their boundaries in a large engineering project. The study identified two types of boundary-spanning activities. Project-level managers carried out receptive activities in which they spanned boundaries vertically, adapted their management practices, and attuned themselves to the teams. Team-level managers’ activities, on the other hand, were reactive: they spanned boundaries vertically and horizontally when they needed to, and made informal connections to peer teams and project-level management. These findings underscore the important role of team boundary-spanning activities in the shape of subsequent inter-team interactions.
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source	Sociological Abstracts; Applied Social Sciences Index & Abstracts (ASSIA); SAGE Complete A-Z List; Alma/SFX Local Collection
subjects	Engineering Management Qualitative research Teams Teamwork
title	Team Boundary Spanning in a Large Engineering Project
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