From the outside in: The negative spillover effects of boundary spanners' relations with members of other organizations |
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| Authors: | Lakshmi Ramarajan Katerina Bezrukova Karen A Jehn Martin Euwema |
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| Institution: | 1. Organizational Behavior Unit, Harvard Business School, Boston, Massachusetts, U.S.A.;2. Psychology Department, Santa Clara University, Santa Clara, California, U.S.A.;3. Department of Organisational Behaviour, Melbourne Business School, Carlton Victoria, Australia;4. Department of Psychology, Katholieke Universiteit Leuven, Leuven, Belgium |
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| Abstract: | Contrary to much boundary spanning research, we examined the negative consequences of boundary spanning contact in multi‐organizational contexts. Results from a sample of 833 Dutch peacekeepers show that employees' boundary spanning contact with members of other organizations was associated with reports of negative relationships with external parties (e.g., work‐specific problems, culture‐specific problems). These negative relationships also had a spillover effect such that they mediated the effect of boundary spanning contact on boundary spanners' negative attitudes toward their own jobs and organization (e.g., job attractiveness and confidence in the organization). Copyright © 2010 John Wiley & Sons, Ltd. |
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| Keywords: | inter‐organizational contact boundary spanning peacekeeping |
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