Boundary-Spanning Roles in a Research and Development Organization.

Abstract

The Kahn et al. (1964) theory of role dynamics was used to generate four hypotheses concerning boundary-spanning activity (BSA) on 51 professional employees in a research and development organization. BSA was hypothesized to be positively related to role conflict and ambiguity, marginality, and economic and political value orientations, and negatively related to job satisfaction, and aesthetic and religious value orientations. None of the research hypotheses was supported. The data did show, however, a significant, negative correlation between BSA and role ambiguity, and significant, positive correlations between BSA and job satisfaction with opportunities for promotion, pay, and co-workers. Contrary to prior theory and research, this study found boundary-spanning roles to have advantageous aspects for their incumbents. Those in boundary-spanning roles had more accurate perceptions of their organization's goals and purpose (hence, less role ambiguity), and more visibility and contact with top management (resulting in higher satisfaction with opportunities for promotion, pay, and co-workers). Implications of the data for organizational management include the importance of boundary-spanning roles for monitoring environmental changes and facilitating the flow of information across boundaries, and the potential of boundary-spanning roles as fruitful paths for those seeking upward mobility in organizations.