Refereed Publications Abstract

BOUNDARY ACTIVITIES IN ‘BOUNDARYLESS’ ORGANIZATIONS: A CASE STUDY OF A TRANSFORMATION TO A TEAM-BASED STRUCTURE

The paper reports a case study that analyzes changes in organizational boundary activities carried out in a bank during and after restructuring from a functional to a team-based structure. Results suggest that the need for spanning, buffering, and bringing up boundaries does not disappear as organizations become ‘boundaryless’. Rather, boundary activities increase in significance and migrate to lower organizational levels. Several propositions are generated for future research.

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