A Multilevel Investigation of Antecedents and Consequences of Team Member Boundary-Spanning Behavior

By Jennifer A. Marrone, Paul E. Tesluk, Jay B. Carson. 2007

390 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f3a6a63c1745f987f8075b2e96a811650601a2de

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Caroline Aubé
2. Vincent Rousseau
3. Ram Mudambi
4. Jennifer A. Marrone

In Social Psychology

1. Caroline Aubé
2. Vincent Rousseau
3. Ram Mudambi
4. Jennifer A. Marrone

Citations in the corpus

• Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness (2010, background): “A high level of team viability means that team members are able to adapt to internal and external changes by keeping their team intact over time (Aubé & Rousseau, 2005; Behfar, Peterson, Mannix, & Trochim, 2008; Marrone et al., 2007).”
• Location, Control and Innovation in Knowledge-Intensive Industries (2008, background): “between production engineering and marketing, suggesting that an effective boundary spanning function may be a key resource in this context (Marrone et al., 2007).”
• Team Boundary Spanning: A Multilevel Review of Past Research and Proposals for the Future (2010, background): “…s; i = p er fo rm an ce a ss es se d by o bj ec ti ve ra ti ng s. 923 924 Journal of Management / July 2010 ideas; boundary spanning self-efficacy (Marrone et al., 2007) and member tenure and experience (Ancona & Caldwell, 1990) have emerged as strong motivational drivers of member boundary…”