Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/82800
Authors: 
Brøde, Lisbeth
Dietrich, Perttu
Year of Publication: 
2010
Series/Report no.: 
Working Paper, Department of Environmental and Business Economics, University of Southern Denmark 106
Abstract: 
Despite increasing interest among practitioners and the recent scientific explorations on the dynamics of boundary management in project and team contexts, the existing studies seems to lack empirical understanding on the factors that explain the boundary management behavior of project managers. The purpose of this study is to analyze how the three antecedent factors - cross-functional participation, embeddedness and top management control - are related to four different types of boundary management activities practiced by project managers, namely coordinating, enabling, reporting and guarding. Based on the sample of 236 projects, the results show that embeddedness and top-management control have positive influence on boundary-management activities and crossfunctional participation has both positive and negative contribution to boundary management activities. Furthermore, the results reveal that boundary management activities have both positive and negative influence on project performance. Contributions of the research are discussed, as well as practical implications, limitations, and directions for future research.
Subjects: 
boundary management
project team
embeddedness
crossfunctional participation
top-management control
Document Type: 
Working Paper
Appears in Collections:

Files in This Item:
File
Size
270.67 kB





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.