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Human Relations
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Boundary Activities in `Boundaryless' Organizations: A Case Study of a Transformation to a Team-Based Structure

Robert L. Cross

Boston University's School of Management, rcross{at}bu.edu

Aimin Yan

School of Management of Boston University, aimin{at}bu.edu

Meryl Reis Louis

Boston University's School of Management, mlouis{at}bu.edu

This 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.

Key Words: boundary • case study • teams

Human Relations, Vol. 53, No. 6, 841-868 (2000)
DOI: 10.1177/0018726700536004
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