Team Boundary Spanning: A Multilevel Review of Past Research and Proposals for the Future

By Jennifer A. Marrone. 2010

419 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8ff48fa1cb3eaa62865c302b21006006fcc13aa2

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Citations in the corpus

100 Innovations That Transformed Tourism (2015, background): “The diffusion of innovation implies organizational, cognitive, and institutional boundary crossing through more or less permeable boundaries and with more or less rigid gatekeepers (Ancona and Caldwell 1992; Marrone 2010; Tushman 1977).”
Integrating Knowledge Activities for Team Innovation: Effects of Transformational Leadership (2018, background): “Moreover, boundary-spanning team members may transmit external fresh views to the rest of the team, stimulating new ideas and approaches (Ancona, 1990; Marrone, 2010).”
Embracing Complexity: Reviewing the Past Decade of Team Effectiveness Research (2019, neutral): “interactions with parties in the external environment” (Marrone 2010, p. 914).”
Enterprise Social Media: Definition, History, and Prospects for the Study of Social Technologies in Organizations (2013, background): “Boundary spanning researchers have called for more study of the impact of enterprise social media on boundary spanning activities (Marrone, 2010).”
Collectivistic Leadership Approaches: Putting the “We” in Leadership Science and Practice (2012, background): “Additionally, individuals who are skilled at boundary spanning and empowering teams may also be best for collectivistic leadership assignments, as these can help create the enabling conditions necessary for effective sharing of leadership responsibilities, especially across both formal and informal ”
Technology, innovation and knowledge: The importance of ideas and international connectivity (2016, background): “Boundary-spanning literature (Ancona & Caldwell, 1992; Carlile, 2002; Marrone, 2010) can provide a propitious lens for analyzing how MNEs manage knowledgerelated processes as it helps understand the challenges raised by boundaries (not only geographic but also organizational) and complexity.”
Team innovation through collaboration: how visionary leadership spurs innovation via team cohesion (2020, background): “This requires that teams actively manage external dependencies through boundary spanning: the team’s actions in establishing linkages and managing interactions with parties in the external environment (Marrone 2010, 914).”
The Internal and External Networks of Knowledge-Intensive Teams (2013, background): “External networks and vigorous boundary-spanning activities appear to play a crucial role in knowledge and information transfer and acquisition and may promote team performance (see Joshi, Pandey, & Han, 2009, and Marrone, 2010, for reviews).”