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Handbook of Principles of Organizational Behavior - Soltanieh ...

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COMPOSE TEAMS TO ASSURE SUCCESSFUL BOUNDARY ACTIVITY<br />

305<br />

composition, Moreland, Levine and Wingert note that “ . . . few researchers study<br />

group composition, and no general theory guides their work. Progress toward<br />

understanding group composition has thus been slow and sporadic ” (1996, p. 11).<br />

Unfortunately, relatively little has changed in the last few years.<br />

In our view, much <strong>of</strong> this lack <strong>of</strong> progress has come about because much <strong>of</strong> the<br />

research has been done with groups that do not have meaningful external connections.<br />

Such groups do not reflect the true nature <strong>of</strong> most organizational groups. For<br />

most groups in organizations, links with other groups and the external environment<br />

are critical for success. Information and resources must be imported if teams are to<br />

make effective decisions and the output <strong>of</strong> the group must be transferred to others.<br />

We propose that selecting group members on their ability to facilitate these boundary<br />

activities can be an important element in teams ’ success.<br />

REFERENCES<br />

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and F. Wickham (eds), Humanizing <strong>Organizational</strong> <strong>Behavior</strong> (pp. 142–175 ). Springfi eld, IL :<br />

Charles Thomas .<br />

Aldrich , H. E. , and Herker , D. ( 1977 ). Boundary spanning roles and organization structure .<br />

Academy <strong>of</strong> Management Review, 2 , 217–230 .<br />

Allen , T. J. ( 1971 ). Communications, technology transfer, and the role <strong>of</strong> the technical<br />

gatekeeper. R and D Management, 1 , 14–21 .<br />

Allen , T. J. ( 1984 ). Managing the Flow <strong>of</strong> Technology: Technology Transfer and the Dissemination <strong>of</strong><br />

Technological information within the R and D Organization. Cambridge, MA : MIT Press .<br />

Ancona , D. G. ( 1990 ). Outward bound: strategies for team survival in an organization .<br />

Academy <strong>of</strong> Management Journal, 33 , 334–365 .<br />

Ancona , D. , and Bresman , H. ( 2007 ). X - teams: How to Build Teams that Lead, Innovate, and<br />

Succeed. Boston, MA : Harvard Business School Press.<br />

Ancona , D. G. , and Caldwell , D. F. ( 1992 ). Bridging the boundary: External activity and<br />

performance in organizational teams. Administrative Science Quarterly, 37 , 634–665 .<br />

Ancona , D. G. , and Caldwell , D. F. ( 1997 ). Rethinking team composition from the outside in.<br />

In M. E. Neale, E. A. Mannix, and D. H. Gruenfeld (eds), Research on Managing Groups<br />

and Teams 1 (pp. 21–37 ). Stamford, CT : JAI Press .<br />

Ancona , D. G. , and Nadler , D. A. ( 1989 ). Top hats and executive tales: Designing the<br />

senior team . Sloan Management Review, 31 , 19–28 .<br />

Bantel , K., and Jackson , S. ( 1989 ). Top management and innovations in banking: Does the<br />

composition <strong>of</strong> the team make a difference? Strategic Management Journal, 10 , 107–124 .<br />

Bunderson , J. S. , and Sutcliffe , K.M. ( 2002 ). Comparing alternative conceptualizations <strong>of</strong><br />

functional diversity in management teams: Process and performance effects. Academy<br />

<strong>of</strong> Management Journal, 45 , 875–893 .<br />

Burt , R. ( 1992 ). Structural Holes: The Social Structure <strong>of</strong> Competition. Cambridge, MA : Harvard<br />

University Press .<br />

Campion , M., Medsker , G. , and Higgs , A. ( 1993 ). Relations between work group characteristics<br />

and effectiveness: Implications for designing effective work groups. Personnel<br />

Psychology, 46 , 823–847 .

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