Interorganizational Teams as Boundary Spanners Between Supplier and Customer Companies

Abstract

Extant research has largely ignored the phenomenon of interorganizational teams, which consist of members from both supplier and customer companies. This study examines the degree to which team interorganizationality influences team performance in a business-to-business context. On the basis of resource-dependence theory and boundary theory, the author argues that team interorganizationality positively influences team effectiveness, particularly when uncertainty is high. The hypotheses testing is based on multiple informant data collected from members and leaders of 225 teams in various industries. The results show the positive influence of team interorganizationality on team effectiveness. In addition, uncertainty-related moderator variables (company-related, market-related, and technological uncertainty) strengthen the link between team interorganizationality and team effectiveness.