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Chitra Dey

Bio: Chitra Dey is an academic researcher. The author has contributed to research in topics: Cohesion (computer science) & Team composition. The author has an hindex of 1, co-authored 2 publications receiving 9 citations.

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TL;DR: In this paper, the authors examine the literature on team boundary activity to trace how boundary activity has evolved as a construct and examine the dimensions of team boundary activities and their relationships, highlighting the need for a deeper examination of the dimensions and why buffering and reinforcement are required.
Abstract: Purpose The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the dimensions of team boundary activity and their relationships. It highlights the need for a deeper examination of the dimensions of buffering and reinforcement, and why buffering and reinforcement are required. It presents the case of why it is important to study this topic and maps out areas for future research. Design/methodology/approach The paper reviews conceptual and empirical papers published on team boundary activity in reputed journals between the years 1984 and 2016. Findings The focus of research in team boundary activity has been on external interactions of the team (boundary spanning), and very few papers have studied the activities through which the team defines and defends its borders (boundary strengthening). These boundary-strengthening activities can be equally important for innovation and learning in externally dependent teams. Further, there is a need to clearly distinguish these constructs from other variables like team identification. Another area that has here-to not been researched is the relationships between the dimensions of team boundary activity. Last, there is a need to consider a wider range of antecedents, outcomes and moderators of team boundary activity. Research limitations/implications This paper is based on past empirical and conceptual papers, identified using search terms such as team boundary activity, team boundary spanning and external communication. Other related areas can also be explored for identifying variables of interest. Originality/value As opposed to previous reviews which focused mainly on team boundary spanning, this paper considers all dimensions of team boundary activity, with special focus on buffering and reinforcement. It proposes a 2 × 2 framework to explain the effect of boundary-spanning and boundary-strengthening activities on the achievement of team objectives. It examines the cyclical nature of relationship between team boundary activity and team performance. It highlights measurement issues in the area of team boundary activity.

14 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the effects of team boundedness, formal coordination and organization tenure diversity on both task and social cohesion, and found that formal coordination was a stronger positive predictor for task cohesion than for social cohesion.
Abstract: Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization tenure diversity on both task and social cohesion. The authors test for the interaction effect of organization tenure diversity on the relationships between the independent variables and the dimensions of team cohesion.,Data was collected from 111 software development teams and aggregated to the team level. Common latent factor test for common method bias showed no significant bias. Structural equation modelling (SEM) was used to test all the hypotheses.,SEM results show that team boundedness and formal coordination have positive and significant association with both dimensions of team cohesion. Formal coordination was found to be a stronger positive predictor for task cohesion than for social cohesion. Organization tenure diversity was found to be a stronger negative predictor for social cohesion than for task cohesion. Organization tenure diversity in the team moderates the relationship between formal coordination and task cohesion.,The data was collected using a cross-sectional design. However, the authors have mitigated the effect of common method variance by adopting both procedural and statistical methods.,This paper expands extant literature by examining the antecedents of two important components of team cohesion, task and social cohesion. The authors proposed and found that the independent variables have different impacts on task and social cohesion. This study furthers both theory and practice by considering team boundedness as a variable of interest and its impact on internal team dynamics.

7 citations


Cited by
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Journal ArticleDOI
TL;DR: It is argued that boundary spanning, which increases the permeability of the team boundary, can coexist with the strategies of disengagement, such as boundary buffering and boundary reinforcement, which reduce permeability.
Abstract: Knowledge brokering teams are increasingly deployed in the public sector to promote coordination and integration across previously separated practices. Permeability of external boundaries surrounding such teams is, however, often taken for granted and has so far received relatively little attention. To address this gap, this article presents the findings of an in-depth qualitative longitudinal case study of a knowledge brokering team operating in the fragmented healthcare context. It argues that boundary spanning, which increases the permeability of the team boundary, can coexist with the strategies of disengagement, such as boundary buffering and boundary reinforcement, which reduce permeability. The tension between these seemingly opposing strategies can be resolved through selective permeability, whereby the strength of the external team boundary varies depending on the out-group with which the team interacts, the out-group's mode of participation, the individual boundary spanner(s) deployed and the stage of the boundary spanning project.

19 citations

Journal ArticleDOI
TL;DR: The proposed bidirectional view on boundary buffering adds perspective to team boundary management theory and identifies common risk elements of project complexity and environmental uncertainty not typically associated with the need for buffering activities.
Abstract: Two challenges faced by automotive component design projects within contracted design agencies are (1) specification changes requested by the manufacturers and (2) product information or core technology knowledge leakage to external actors. We examine the effects of targeted boundary activities that address these challenges under the contingencies of environmental uncertainty and project complexity.,Based on Boundary management theory, a bidirectional model of boundary buffering was conceptualized in the context of design agency teams developing automotive components. A survey is derived from the proposed model. Regression analysis is performed using empirical data from 234 auto component design projects in Chinese design agencies.,Boundary buffering activities that strengthen outside-in boundaries and inside-out boundaries directly improve the final design quality. Further, the magnitude of effect for outside-in buffering on design quality is enhanced under environmental uncertainty, while the impact of inside-out buffering on design quality is enhanced under project complexity.,Boundary activities should consider differences in boundary targets, directional flow of information, and context of scope.,Automotive component design agents should attend to both outside-in and inside-out boundary buffering, especially under conditions of environmental uncertainty or project complexity.,The proposed bidirectional view on boundary buffering adds perspective to team boundary management theory. Specific contingencies include common risk elements of project complexity and environmental uncertainty not typically associated with the need for buffering activities.

11 citations

Journal ArticleDOI
TL;DR: The constraint management process is derived, which demonstrates how teams address constraints at different stages of innovation by applying various tactics.
Abstract: Though increasingly useful for developing complex healthcare innovations, interdisciplinary teams are prone to resistance and other organizational challenges However, how teams are affected by and manage external constraints over the lifecycle of their innovation project is not well understood We used a multimethod qualitative approach consisting of over 3 years of participant observation data to analyze how four interdisciplinary teams across different health systems experienced and managed constraints as they pursued process innovations Specifically, we derived the constraint management process, which demonstrates how teams address constraints at different stages of innovation by applying various tactics Our findings point to several practical implications concerning innovation processes in healthcare: (a) how conditions in the organizational context, or constraints, can impede team progress at different stages of innovation; and (2) the collective efforts, or tactics, teams use to manage or work around these constraints to further progress on their innovations

8 citations

Journal ArticleDOI
TL;DR: The practice of software development continues to evolve in the composition of development teams and the cross-functional nature of software as mentioned in this paper. But managing the boundaries of the team is difficult under...
Abstract: The practice of software development continues to evolve in the composition of development teams and the cross-functional nature of software. Managing the boundaries of the team is difficult under ...

4 citations