Boundary Activities in `Boundaryless' Organizations: A Case Study of a Transformation to a Team-Based Structure
研究一家银行从职能结构向团队结构转型期间及之后的组织边界活动变化，发现边界活动并未消失，反而重要性增加并下移至更低组织层级。
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.