Project leaders as team boundary spanners: Relational antecedents and performance outcomes

Sébastien Brion, Vincent Chauvet (), Barthelemy Chollet () and Caroline Mothe ()
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Vincent Chauvet: IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc
Barthelemy Chollet: EESC-GEM Grenoble Ecole de Management
Caroline Mothe: IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc

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Abstract: Research has shown that NPD project leaders should engage in boundary-spanning activities. The present study tested the impact of four boundary-spanning activities on NPD project performance and analyzed the antecedents of these activities. We hypothesized that NPD project leaders' abilities to perform these activities depend on the characteristics of their personal networks -- structural holes, strength of ties, vertical and horizontal bridging ties. A Partial Least Squares test on 73 NPD projects showed that (a) "obtaining political support" and "scanning for ideas" are the boundary activities with the greatest impact on performance, (b) project leaders with strong ties in their network are more effective at these activities, (c) project leaders with structural holes in their networks are more effective in another boundary activity, "protecting the team", although this activity does not affect NPD outcomes. These results represent an important contribution to understanding how team leaders contribute to project performance.

Keywords: NPD performance; Personal network; Project leader; Team boundary spanning (search for similar items in EconPapers)
Date: 2012
Note: View the original document on HAL open archive server: https://hal.science/hal-00919228v2
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Citations: View citations in EconPapers (8)

Published in International Journal of Project Management, 2012, 30 (6), pp.708-722. ⟨10.1016/j.ijproman.2012.01.001⟩

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Working Paper: Project leaders as team boundary spanners: Relational antecedents and performance outcomes (2012)
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Persistent link: https://EconPapers.repec.org/RePEc:hal:gemptp:hal-00919228

DOI: 10.1016/j.ijproman.2012.01.001

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