Team boundary spanning in a large engineering project
| dc.contributor.author | Kou, Chia-Yu | |
| dc.date.accessioned | 2020-12-15T15:06:29Z | |
| dc.date.available | 2020-12-15T15:06:29Z | |
| dc.date.issued | 2020-12-10 | |
| dc.description.abstract | 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. | en_UK |
| dc.identifier.citation | Kou-Barrett C-Y. (2021) Team boundary spanning in a large engineering project. Small Group Research, Volume 52, Issue 4, August 2021, pp. 405-430 | en_UK |
| dc.identifier.issn | 1046-4964 | |
| dc.identifier.uri | https://doi.org/10.1177/1046496420976836 | |
| dc.identifier.uri | http://dspace.lib.cranfield.ac.uk/handle/1826/16092 | |
| dc.language.iso | en | en_UK |
| dc.publisher | SAGE | en_UK |
| dc.rights | Attribution-NoDerivatives 4.0 International | * |
| dc.rights.uri | http://creativecommons.org/licenses/by-nd/4.0/ | * |
| dc.subject | teamwork | en_UK |
| dc.subject | boundary spanning | en_UK |
| dc.subject | multiteam project | en_UK |
| dc.subject | distributed teams | en_UK |
| dc.title | Team boundary spanning in a large engineering project | en_UK |
| dc.type | Article | en_UK |