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Antecedents of Boundary Spanning in Cross-functional NPD Teams

By: James R. Dillon, Shikhar Sarin and Amy C. Edmondson
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  • | Language:English
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Abstract

Boundary spanning has been shown in prior research to enhance innovativeness and performance of product development teams. In this study, we examine team conditions that foster boundary spanning behavior. We analyze survey data from 207 members of 54 cross-functional product development teams in 5 high-tech companies to examine the effects of product characteristics, team composition, and context on boundary spanning. Results of hierarchical linear modeling (HLM) show that boundary-spanning behavior is greater when teams face more product complexity, when the team leader has positional power and an inclusive leadership style, and in organizational contexts that support cross-functional integration.

Keywords

Product Development; Innovation and Invention; Groups and Teams; Behavior; Performance Improvement; Boundaries; Leadership Style; Product; Complexity; Integration; Power and Influence

Citation

Dillon, James R., Shikhar Sarin, and Amy C. Edmondson. "Antecedents of Boundary Spanning in Cross-functional NPD Teams." Paper presented at the Product Development and Management Association Annual Global Conference on Product Innovation Management, Orlando, FL, September 2007.

About The Author

Amy C. Edmondson

Technology and Operations Management
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