Crossing team boundaries: A theoretical model of team boundary permeability and a discussion of why it matters

Rebekah Dibble, Cristina B. Gibson

Research output: Contribution to journalArticle

7 Citations (Scopus)

Abstract

Given the context in which teams work today, many teams are necessarily dynamic and permeable; that is, workers must be able to move quickly and easily in and out of teams, across team boundaries. We develop a model of team boundary permeability that incorporates the features of the team that give rise to boundary permeability, the outcomes experienced by teams with permeable boundaries, and moderators that serve to enhance the benefits and mitigate the liabilities of boundary permeability. In doing so, we extend theory on the fluid nature of teams. We conclude with implications for theory, directions for future research and implications for practice.

Original languageEnglish
Pages (from-to)925-950
Number of pages26
JournalHuman Relations
Volume71
Issue number7
DOIs
Publication statusPublished - 1 Jul 2018

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