Boundary-Spanning Roles in a Research and Development Organization: An Empirical Investigation
- 1 June 1975
- journal article
- Published by Academy of Management in The Academy of Management Journal
- Vol. 18 (2) , 388-393
- https://doi.org/10.5465/255542
Abstract
The article reports on the importance of boundary-spanning roles (BSA), which serve to link organizations confirmed by research. They are vital to the effective monitoring of the environment as well as the transfer of technology and information across boundaries. Research has shown boundary-spanning activity (BSA) to have negative effects for their incumbents, such as higher rates of marginality. Marginality is defined as one's self-orientation when presented with two or more groups with conflicting value systems. Boundary spanning activity could be positively related to levels of role conflict and ambiguity or negatively related to levels of job satisfaction. Research is conducted to test to the theory of role dynamics in BSA.Keywords
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