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and compensated more for this additional effort. Extra work without recognition only serves to reinforce existing imbalances of power and underrepresentation of minority identities that boundary spanners can help improve. [ 6 ] External boundary spanners [ edit ] In business administration, boundary spanning is a key e... | https://en.wikipedia.org/wiki/Boundary_spanning | en.wikipedia.org | cc_by_sa | false | 0.576 | 0.836 | ["communication"] | 421 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.220299 | [
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n's [ 11 ] [ 12 ] theory of absorptive capacity . In spheres such as science communication and political outreach, boundary spanning individuals can engender trust in communities generally underserved and overlooked by those in power. [ 6 ] They can be particularly effective communicators because of their competence in... | https://en.wikipedia.org/wiki/Boundary_spanning | en.wikipedia.org | cc_by_sa | false | 0.499 | 0.858 | ["communication", "ethics"] | 500 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.220448 | [
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academic researchers and political elites cannot. [ 13 ] Individual boundary spanners [ edit ] At the individual level, this may be equated to the Resource Investigator role within Belbin's Team Inventory . Broader adoption [ edit ] The term boundary spanning is now widely used to describe any situation where an indivi... | https://en.wikipedia.org/wiki/Boundary_spanning | en.wikipedia.org | cc_by_sa | false | 0.43 | 0.844 | ["management", "ethics", "education"] | 454 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.220539 | [
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language, and share values among various groups. [ 6 ] References [ edit ] ^ a b c Tushman, Michael L (1977). "Special Boundary Roles in the Innovation Process". Administrative Science Quarterly . 22 (4): 587– 605. doi : 10.2307/2392402 . ISSN 0001-8392 . JSTOR 2392402 . ^ March, J; Simon, H (1958). Organizations . New... | https://en.wikipedia.org/wiki/Boundary_spanning | en.wikipedia.org | cc_by_sa | false | 0.606 | 0.722 | ["ethics", "innovation", "philosophy"] | 504 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.220629 | [
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in R&D Labs". Administrative Science Quarterly . 14 : 12– 19. doi : 10.2307/2391357 . JSTOR 2391357 . ^ Bergenholtz, C (2011). "Knowledge brokering: spanning technological and network boundaries". European Journal of Innovation Management . 14 (1): 74– 92. doi : 10.1108/14601061111104706 . ^ a b c d Christopherson, E.G... | https://en.wikipedia.org/wiki/Boundary_spanning | en.wikipedia.org | cc_by_sa | false | 0.564 | 0.698 | ["innovation", "management", "networking", "education"] | 484 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.220776 | [
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anford Social Innovation Review . 19 (4): 48– 55. doi : 10.48558/P4G8-QM77 . ^ Aungst, H.A.; et al. (2012). "Boundary spanning and health: invitation to a learning community" . London J Prim Care (Abingdon) . 4 (2): 109– 115. doi : 10.1080/17571472.2012.11493346 . PMC 4461106 . PMID 26265946 . ^ Bhasin, Hitesh (9 July ... | https://en.wikipedia.org/wiki/Boundary_spanning | en.wikipedia.org | cc_by_sa | false | 0.588 | 0.708 | ["leadership", "networking", "innovation", "education"] | 505 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.220874 | [
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unities: A network experiment". Social Networks . 56 : 10– 22. doi : 10.1016/j.socnet.2018.08.002 . S2CID 53947635 . ^ Nonaka, Ikujiro; Takeuchi, Hirotaka (1995). The knowledge creating company: how Japanese companies create the dynamics of innovation . New York: Oxford University Press. p. 284 . ISBN 978-0-19-509269-1... | https://en.wikipedia.org/wiki/Boundary_spanning | en.wikipedia.org | cc_by_sa | false | 0.549 | 0.7 | ["education", "innovation", "networking"] | 501 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.220975 | [
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terly . 35 (1): 128– 152. doi : 10.2307/2393553 . ISSN 0001-8392 . JSTOR 2393553 . ^ Zahra, S; George, G (2002). "Absorptive Capacity: A Review, Reconceptualization, and Extension" . Academy of Management Review . 27 (2): 185– 203. doi : 10.5465/amr.2002.6587995 . ISSN 0363-7425 . ^ Cramer, K (16 November 2016). "For y... | https://en.wikipedia.org/wiki/Boundary_spanning | en.wikipedia.org | cc_by_sa | false | 0.539 | 0.696 | ["management"] | 430 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.221082 | [
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Then came Trump" . Vox . Retrieved 3 April 2022 . Retrieved from " https://en.wikipedia.org/w/index.php?title=Boundary_spanning&oldid=1329333317 " Category : Research and development | https://en.wikipedia.org/wiki/Boundary_spanning | en.wikipedia.org | cc_by_sa | false | 0.499 | 0.592 | [] | 182 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.221185 | [
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Front Psychol . 2022 Dec 15;13:988771. doi: 10.3389/fpsyg.2022.988771 Top management team boundary-spanning leadership: Measurement development and its impact on innovative behavior Xuemei Liu Xuemei Liu 1 School of Business Administration, Southwestern University of Finance and Economics, Chengdu, China 2 School of Ma... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.62 | 0.846 | ["education", "management", "leadership", "governance"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.443543 | [
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u, China 2 School of Law and Public Administration, Yibin University, Yibin, China Find articles by Yuan Yu 2, 3, *, † , Xiuwen Zhao Xiuwen Zhao 2 School of Management, Xihua University, Chengdu, China Find articles by Xiuwen Zhao 2 , Ningjun Zhang Ningjun Zhang 1 School of Business Administration, Southwestern Univers... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.519 | 0.708 | ["education", "philosophy", "management", "governance"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.443861 | [
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on 1 School of Business Administration, Southwestern University of Finance and Economics, Chengdu, China 2 School of Management, Xihua University, Chengdu, China 2 School of Law and Public Administration, Yibin University, Yibin, China Edited by: Daisheng Tang, Beijing Jiaotong University, China Reviewed by: Hui Zhu, S... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.525 | 0.694 | ["education", "management", "governance"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.444007 | [
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thors have contributed equally to this work This article was submitted to Personality and Social Psychology, a section of the journal Frontiers in Psychology Received 2022 Jul 7; Accepted 2022 Nov 24; Collection date 2022. Copyright © 2022 Liu, Yu, Zhao and Zhang. This is an open-access article distributed under the te... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.53 | 0.86 | ["innovation"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.444142 | [
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inal author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. PMC Copyright notice PMCID: PMC9798318 PMID: 36591019 Abstract With ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.368 | 0.85 | ["strategy", "economy", "education"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.444276 | [
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o gain a competitive advantage and achieve sustainable growth. Although boundary-spanning leadership, with a set of practical tools developed by the Center for Creative Leadership (CCL), has been explored over the past 10 years, the comprehensive understanding of top management team boundary-spanning leadership has sti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.836 | ["leadership", "management", "innovation"] | 492 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.444472 | [
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and its effect on employees’ innovative behavior. Study 1 comprises the concept of TMTBSL and the measurement of its development. The classical grounded theory was used to analyze biographical texts and in-depth interview data from local Chinese organizations. We developed a 5-dimension scale with14 items for TMTBSL. I... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.396 | 0.848 | ["education", "interview"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.444612 | [
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loyee innovative behavior through perceived motivational climate. The theoretical and practical implications are also outlined. Keywords: innovative behavior, measurement development, perceived motivational climate, social information processing theory, top management team boundary-spanning leadership Introduction The ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.567 | 0.802 | ["management", "leadership", "motivation", "economy", "philosophy"] | 444 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.444741 | [
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th its traditional management approach unchanged. What matters most in organizations amid the trends of change is the top management team (TMT): whether it can quickly scout and recognize transformation signals, seize fleeting opportunities, and impel the organization to adjust to a “new course” ( Ancona and Caldwell, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.457 | 0.858 | ["management", "strategy", "philosophy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.444875 | [
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s key to organizations today, which has been conceptualized as boundary-spanning leadership (BSL; Ernst and Yip, 2009 ; Ernst and Chrobot-Mason, 2011 ; Cross et al., 2013 ). Due to the critical role of TMT in organizations, boundary-spanning leadership in TMT is vital to break boundaries in and out of the organization.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.862 | ["leadership", "salary"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.445001 | [
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s and positions ( Collins and Clark, 2003 ; Ferguson et al., 2019 ); meanwhile, the Center for Creative Leadership (CCL) has given BSL strategies such as managing boundaries, forging common ground, and discovering new frontiers ( Lee et al., 2014 ). However, few studies have discussed how BSL works inside the organizat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.864 | ["leadership", "management", "innovation"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.445141 | [
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er influences to organizations to stretch the boundaries of their strategy, business, and knowledge to gain a competitive advantage and achieve sustainable growth. Top management team refers to the group that sets the organizational strategy, makes strategic decisions, and serves as the main link outside the organizati... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.485 | 0.862 | ["strategy", "management", "leadership", "decision_making", "education"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.445266 | [
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the impellers and leaders who break the “old world order” and build the “new world.” In this research, TMTBSL is defined as the combined influence emerging from organizational strategy decision-making teams to carry out organizational cross-boundary innovation. By definition, TMTBSL is not the simple stack of boundary-... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.458 | 0.84 | ["leadership", "strategy", "management", "decision_making", "innovation"] | 464 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.445393 | [
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influence of leaders and the leadership process. Existing studies have mainly explained individual-level boundary-spanning leadership and focused on explicit boundaries across organizations or teams ( Salem et al., 2018 ). In fact, however, the boundaries that organizations need to cross involve much more. Evidence has... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.444 | 0.682 | ["leadership", "management"] | 510 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.445574 | [
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tners and suppliers), demographic boundary (e.g., gender), and geographical boundary (e.g., region) are the boundaries that organizations must cross for collaborative symbiosis ( Ancona and Caldwell, 1992 ; Ernst and Chrobot-Mason, 2011 ; Cross et al., 2013 ). In the organization settings, TMTs may be the most powerful... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.7 | ["economy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.445699 | [
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... | ||
ganizational competitive advantages and interact frequently with outsiders ( Geletkanycz and Hambrick, 1997 ). Nevertheless, due to the uncertainty of successful change, they are also demotivated to change at some point ( Georgakakis et al., 2017 ). Therefore, how to manage the vast majority through the key minority to... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.575 | 0.852 | ["motivation", "crisis", "economy"] | 504 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.445838 | [
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ubert and Tavassoli, 2020 ; Zhang et al., 2021 ). Scholars have paid attention to the importance of overall leadership ( Friedrich et al., 2016 ), and the research on leadership has been expanded from the individual level to the team level ( Berson and Avolia, 2004 ; Carson et al., 2007 ). Researchers have also noticed... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.629 | 0.862 | ["leadership", "strategy", "management"] | 465 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.445985 | [
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oundaries ( Storey, 2005 ; Simsek et al., 2018 ). With the rapid development and application of information and communications technology, organizations increasingly need TMTs to hold the proverbial steering wheel to effectively promote boundary-spanning, including some intersecting areas of decision-making. TMT not on... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.407 | 0.846 | ["communication", "strategy", "decision_making", "resume", "philosophy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.446147 | [
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... | ||
), but also plays a key role in promoting the boundary-spanning behaviors between organizations ( Finkelstein and Hambrick, 1990 ). A recent study found that TMT boundary-spanning can benefit firm performance based on the structural position of outside directorship and its interaction ( Ferguson et al., 2019 ). Moreove... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.407 | 0.708 | ["education", "philosophy"] | 509 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.446288 | [
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ector does not fully match the concept of TMTBSL. We designed two studies to explore the structural connotation of TMTBSL and its impact on individual innovative behavior. This research makes several theoretical contributions. First, based on the integration of boundary-spanning leadership literature and TMT research, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.599 | 0.844 | ["leadership", "education"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.446411 | [
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h contributes to further in-depth empirical analysis. Third, by conducting a field survey, we examined the impact of TMTBSL on individuals’ innovative behavior. We empirically tested the validity of TMTBSL. In sum, this study is at the forefront of understanding the promising concept of TMTBSL. Study 1: The dimension a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.852 | ["education", "leadership", "management", "interview"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.446551 | [
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ories from biographies and interview data relevant to the process of boundary-spanning of TMT to construct the item pool ( Glaser and Strauss, 1967 ). The dimensions of TMTBSL were summarized following the coding procedure ( Sebastian, 2019 ), and the items corresponding to each dimension were generated to form the ini... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.536 | 0.858 | ["philosophy", "interview"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.446731 | [
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original scale, which subsequently formals our measurement of TMTBSL (see Figure 1 ). Figure 1. Open in a new tab The process of coding and data analysis. Dimension extraction The dimension extraction procedure of TMTBSL was followed by Glaser and Strauss (1967) using substantive, selective, and theoretical coding iter... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.343 | 0.862 | ["education", "philosophy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.446862 | [
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he Hurun China Rich List in recent years 1 , we selected 22 biographies related to 16 TMTs in China as the secondary coding samples. These biographies include various industries such as information technology, agriculture, and chemicals. Additionally, they not only described the process of organizational transformation... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.352 | 0.85 | ["philosophy", "decision_making", "interview"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.446995 | [
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Ts from six other local enterprises in Southwest China, enabling us to collect first-hand coding samples. In recent years, organizations in Southwest China have witnessed rapid change. For example, the first national supercomputing center in Western China was officially built in September 2020. Hence, the enterprises w... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.408 | 0.822 | ["crisis", "innovation", "interview", "economy"] | 431 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.447124 | [
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on the industrial ecology of the digital economy. Among the six organizations, one is a listed company, another is an unlisted key enterprise, and the other four are growth small and medium enterprises in a national high-tech industrial park. In the field research, we conducted semi-structured interviews. The interview... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.538 | 0.854 | ["management", "crisis", "interview", "economy", "philosophy"] | 511 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.447265 | [
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ave ongoing experience in organizational behavior research, we believe that the outline is appropriate and comprehensive. The semi-structured interview outline comprises three parts. The first part is about basic information, such as the type of the organization, the main business. This information helps us to build an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.414 | 0.844 | ["interview", "philosophy"] | 492 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.447392 | [
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scribe the connotations and dimensions of TMTBSL. A sample question is: “What characteristics do you think a TMT needs to have to effectively facilitate crossing boundaries for organization?” The third part is mainly about the influence of TMTBSL. A sample question is: “Can you describe with us some of the key events t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.368 | 0.852 | ["interview"] | 500 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.447538 | [
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d field interviews were conducted simultaneously. Four postgraduates participated in the coding of biographical texts using a back-to-back method. Trainings and discussions took place to ensure a common conceptual understanding before we start coding ( Bringer et al., 2004 ). All members of the research team participat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.331 | 0.84 | ["interview", "management"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.447662 | [
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ly responsible for interview preparation, recording, organizing, and coding. We sent the interview outline to the organization in advance and explained the research purpose. As the field interviews were influenced by the location of the organizations and the schedule of the TMTs, we conducted two rounds of interviews a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.534 | 0.848 | ["interview"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.447789 | [
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and the second-round interviews were conducted in four enterprises close to or within a national high-tech industrial park in southwest China. Ultimately, we collected a total of about 300 min of audio recordings and more than 60,000 words of verbatim interviews. By coding biographical texts and interview data, we summ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.498 | 0.836 | ["interview", "crisis", "philosophy"] | 428 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.447961 | [
0.040089163929224014,
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n item pool with 622 entries in total was formed. After discussion and iteration, 154 valid items were obtained by merging similar items. Furthermore, we continued to classify and refine the sub-dimensions and main dimensions through a continuously comparative analysis. Following the reliability test approach ( Miles e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.496 | 0.846 | ["philosophy"] | 482 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.448110 | [
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... | ||
sub-dimensions with reliability of less than 0.7. Data collection and coding analysis were terminated until no new information or categories emerged and theoretical saturation had been reached ( Glaser, 1978 ). We also extensively consulted experts and executives in the listed company where we took interviews to revise... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.515 | 0.854 | ["interview", "philosophy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.448231 | [
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... | ||
ions encompassing the connotation of TMTBSL, namely Foresight for Boundary-Spanning (FBS) , Inspiration for Boundary-Spanning (IsBS), Decisiveness for Boundary-Spanning (DBS), Integration for Boundary-Spanning (ItBS), and Resilience for Boundary-Spanning (RBS). The corresponding 15 subdimensions and 94 valid items can ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.357 | 0.834 | ["strategy", "motivation"] | 511 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.448353 | [
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h vision and goals that employees generally agree on; … Trait influence (a12) attract people inside and outside the organization with virtu; … Capability attraction (a1) has the ability to lead and achieve goals; … DBS Responsibility taking (a35) take responsibility and has courage to make decisions; … Strategy adjustm... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.592 | 0.708 | ["strategy", "leadership", "decision_making", "philosophy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.448477 | [
0.09056204557418823,
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boundaries; … FBS Insight perception (a55) has a keen sense of timing and seize opportunities; … Perspective forecast (a76) pay attention to the development prospect and grasp the right direction; … Boundary-spanning mindset (a74) has ground-breaking thinking beyond normal; … ItBS Boundary integration (a102) reach goal... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.591 | 0.692 | ["economy", "innovation", "salary"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.448618 | [
0.026579471305012703,
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... | ||
(a89) good at cross-boundary joint innovation; … RBS Diversity inclusive (a124) good at creating an inclusive corporate culture; … Circumstance adjustment (a140) adapt to local conditions and carry out cross-boundary operations; … Boundary reconstruction (a143) build strategic alliances and realize resource sharing; … ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.834 | ["strategy", "innovation", "networking", "diplomacy"] | 459 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.448743 | [
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... | ||
ve concept nodes are all translated from Chinese. FBS, foresight for boundary-spanning; IsBS, inspiration for boundary-spanning; DBS, decisiveness for boundary-spanning; ItBS, integration for boundary-spanning; RBS, resilience boundary-spanning. Foresight for boundary-spanning FBS refers to the forward-looking vision o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.351 | 0.814 | ["strategy", "motivation", "innovation", "war_conflict"] | 464 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.448902 | [
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0.0712984949350357,
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0.05460250750184059,
0.07357113808393478,
0.028064586222171783,
0.013294849544763565,
-0.08917631208896637,
-0.004819850903004408,
0.03082636371254921,
-0.0294... | ||
development, and innovation of the organization. This is supported by the analysis of coding interview transcripts. “The second aspect is the vision of the executive team , which should be wide and high . If you are always doing something at a low level , it’s impossible to trans-boundary (A10—boundary-spanning mindset... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.88 | ["strategy", "management", "innovation", "interview", "war_conflict"] | 511 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.449027 | [
0.011267163790762424,
0.018199099227786064,
0.02105034328997135,
-0.04164835065603256,
0.038002826273441315,
0.0017570997588336468,
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0.0555763840675354,
0.06457540392875671,
0.013141229748725891,
-0.06994663923978806,
0.04157203063368797,
-0.11131156235933304,
-0.0486... | ||
d you will not be able to predict and make decisions , so it’s definitely impossible to have boundary-spanning leadership (A4—perspective forecast)… . This is related to the direction and future of the company . I think , for TMTs , these two aspects are very important . ” (ZQKJ-837) . Inspiration for boundary-spanning... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.398 | 0.868 | ["leadership", "decision_making", "motivation"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.449161 | [
-0.013498981483280659,
0.04751640558242798,
0.012346116825938225,
-0.03570431098341942,
-0.06023264676332474,
0.01708028092980385,
-0.06738665699958801,
0.027707381173968315,
0.05069304630160332,
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-0.005852436181157827,
0.023164164274930954,
-0.00... | ||
boundary-spanning activities and strive for the common goal. This calling is not the inevitable result of the leader’s legal authority. It reflects the recognition and following of TMT which is the basis for building boundary-spanning consensus. The corresponding interview transcripts are as follows. “One is the busine... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.596 | 0.84 | ["leadership", "strategy", "interview"] | 448 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.449342 | [
0.0103768240660429,
0.07231669872999191,
0.006319795269519091,
-0.1018032431602478,
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0.007469322066754103,
0.027450740337371826,
0.025087399408221245,
0.026434876024723053,
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0.008123081177473068,
0.0039833346381783485,
0.006... | ||
ll be firm in their goal (A17—vision inspiring) . We ourselves (TMT members) have the spirit to fight , to learn , and to belong to this company . I think this is the guarantee that the company can go forward , survive , and achieve high quality goals (A14—trait influence)” (YSTJ-579) . “The first of these is that you ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.382 | 0.888 | ["strategy", "war_conflict", "economy", "faith_spirituality", "philosophy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.449471 | [
-0.028812291100621223,
0.018789038062095642,
0.03216002136468887,
-0.04936020448803902,
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0.014121277257800102,
0.07283643633127213,
0.009853096678853035,
0.010199399664998055,
-0.02634432725608349,
0.008429463021457195,
0.021129854023456573,
0.02432549186050892,
-0.07... | ||
ent manufacturing , and (the TMT) must have very good management skills (A11-capability attraction) . ” (ZQKJ-845) . Decisiveness for boundary-spanning Decisiveness for boundary-spanning refers to the leading process in which the TMT is willing and able to take responsibility, act as an agent to make strategic decision... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.389 | 0.852 | ["leadership", "strategy", "management", "decision_making"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.449611 | [
0.010330635122954845,
0.028381600975990295,
0.027372920885682106,
-0.07997886091470718,
-0.029303574934601784,
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0.03140515461564064,
0.08576302230358124,
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-0.02316376194357872,
0.012627428397536278,
0.01846916228532791,
0.00... | ||
ased various uncertainties and risk pressures, and also increased the difficulty of decision-making to the TMTs. If they fail to make timely strategic decisions, the organizations may lose critical opportunities for change. The corresponding interview transcripts are as follows. “Although we are not their supplier of t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.348 | 0.856 | ["strategy", "decision_making", "crisis", "interview"] | 501 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.449732 | [
-0.0819936990737915,
0.0845627635717392,
0.07612650096416473,
-0.043047815561294556,
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0.0742073580622673,
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0.034062132239341736,
0.035372305661439896,
0.03945266455411911,
-0.082492... | ||
is is our first step (A19—strategic adjustment) . ” (YSTJ-645) . “Although we have no factories and may not have advantages in capacity supply chain , we are asset-light operation and have certain organizational flexibility , which makes ‘a small ship makes a good turn’ . To get bigger and stronger in this industry , w... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.371 | 0.862 | ["leadership", "strategy", "economy"] | 473 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.449874 | [
0.01433297898620367,
0.016388457268476486,
-0.01263303030282259,
-0.023992087692022324,
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0.0018945771735161543,
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0.05202767625451088,
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0.023959200829267502,
0.10776807367801666,
-0.008518009446561337,
0.02... | ||
st gradually (A3—change leading) . ” (PPKW-151) . Integration for boundary-spanning Integration for boundary-spanning refers to the capability of TMT through scouting, coordinating, and gathering internal and external resources to establish a cooperative community and promote the realization of organizational goals. Tr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.393 | 0.818 | ["leadership"] | 456 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.450003 | [
0.012033557519316673,
0.030331222340464592,
0.01145507488399744,
-0.035500455647706985,
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0.03379210829734802,
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0.03484226390719414,
0.02932581678032875,
-0.005399221088737249,
-0.0... | ||
al integration at all levels of the organization. The corresponding interview transcripts are as follows. “We compete in national and even international competitions , and we go every year to… . In this process , we will look for opportunities to cooperate with relevant international and domestic enterprises and integr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.387 | 0.868 | ["interview"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.450130 | [
-0.011606909334659576,
-0.015404443256556988,
-0.0310785211622715,
-0.027137523517012596,
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-0.044629428535699844,
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-0.06317482888698578,
-0.08646935224533081,
-0.01870131678879261,
... | ||
value , so that you can integrate your own resources by exchanging them with others (A15—collaborative promotion)” (GHWL-379) . Resilience for boundary-spanning As the saying goes, “natural selection, survival of the fittest”; RBS refers to the resilience of the TMT leading the organization to adapt to change in the un... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.444 | 0.836 | ["leadership", "interview", "economy"] | 440 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.450253 | [
-0.0163862444460392,
-0.014651667326688766,
-0.11309490352869034,
0.05060707405209541,
0.07135191559791565,
0.04368685185909271,
0.016717642545700073,
0.10036138445138931,
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-0.09060029685497284,
0.060474444180727005,
0.06042124703526497,
-0.04349... | ||
nterview transcripts. “Now in the 21st century… . You may not have an office , and we may not even have time to see each other , but we can still work in a company . Respect for individuality is the premise of what we call boundary-spanning cooperation . Starting a company is also a kind of cooperation , especially whe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.424 | 0.862 | [] | 456 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.450362 | [
-0.05154574662446976,
-0.003145752940326929,
0.023948175832629204,
-0.043598126620054245,
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0.03137847036123276,
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0.026436002925038338,
0.06674786657094955,
-0.04098332300782204,
0.01... | ||
the 80s and 90s generation to work step-by-step? If they are treated with more respect and tolerance , their innovation and enthusiasm can be stimulated… . This kind of culture can gradually blend into the blood of the organization and help the organization to go further (A2—boundary reconstruction) . ” (YSTJ-758) . Th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.574 | 0.85 | ["innovation"] | 472 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.450524 | [
-0.036637116223573685,
0.040187396109104156,
0.02138194814324379,
-0.032153524458408356,
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0.014466834254562855,
0.05364474654197693,
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0.023782605305314064,
0.04100232198834419,
-0... | ||
especially for TMTs ( Pearce and Conger, 2003 ). The results of the qualitative study reveals that leadership may be seen as a group characteristic and a web of influence covering the groups under study, and that boundary-spanning leadership practices involve clarifying and valuing differences (roles, purpose, or exper... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.495 | 0.856 | ["leadership", "education"] | 492 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.450713 | [
0.031898438930511475,
0.06699211895465851,
0.013107291422784328,
0.011430025100708008,
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0.009416181594133377,
0.035952500998973846,
0.00871301256120205,
0.013584168627858162,
0.02265922725200653,
0.06102205812931061,
0.0217... | ||
achieve a larger purpose ( Cross et al., 2015 ). In summary, TMTBSL can be defined as the combined influence emerging from organizational strategy decision-making teams to carry out organizational cross-boundary innovation. Scale development Item generation Referring to the procedure of scale development ( Farh et al.,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.592 | 0.844 | ["strategy", "management", "decision_making", "innovation"] | 485 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.450836 | [
0.008503255434334278,
0.0061359410174191,
-0.050396621227264404,
-0.03952222689986229,
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0.05610942468047142,
0.02863037958741188,
0.006729524582624435,
0.004602635279297829,
-0.059171926230192184,
0.07915142923593521,
-0.0... | ||
ich each dimension includes at least three items. All members of the research team participated in the discussion to ensure whether the descriptions appropriately covered the content, and if the expression was clear and concise in Chinese. Three professors of our research team read the complete set of responses individ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.546 | 0.85 | ["leadership", "management"] | 490 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.451003 | [
0.03586193919181824,
0.05908568575978279,
0.040326014161109924,
0.02758694253861904,
0.02199508622288704,
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0.033208854496479034,
0.004993977956473827,
0.025720227509737015,
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0.03274662420153618,
-0.1071961522102356,
-0.012373357079923153,
0.038068... | ||
ssues of ambiguous language and poor readability. After this round, 25 items were preserved. In addition, a content evaluation assessment by six senior managers and eight middle managers (64.3% were male) from two high-tech enterprises interviewed previously was conducted. In this section, we designed a questionnaire a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.354 | 0.7 | ["management", "interview"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.451146 | [
0.05472078174352646,
0.07155878096818924,
-0.011628994718194008,
0.019778883084654808,
0.02700868435204029,
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0.10262137651443481,
0.04703983664512634,
0.011294012889266014,
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0.025461912155151367,
0.01693129912018776,
0.02790595218539238,
0.02229064... | ||
i.e., very unimportant, unimportant, important, and very important) to collect the importance of each item. We also considered experts’ comments and suggestions on how to modify items. According to their feedback, the items were revised again and five of them were deleted due to information redundancy and conceptualiza... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.405 | 0.706 | ["philosophy"] | 511 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.451292 | [
0.06787336617708206,
0.024511372670531273,
-0.017256859689950943,
0.04361754655838013,
0.07110189646482468,
0.0702691599726677,
0.018665006384253502,
0.052578531205654144,
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0.015541071072220802,
0.07234173268079758,
-0.0023916892241686583,
0.013956201262772083,
0.0362648... | ||
ructure of the 5-dimension 20-item scale, ranging from 1 (“completely disagree”) to 5 (“completely agree”). The samples used in EFA were employees from a listed manufacturing company in Southwest China. We distributed 300 questionnaires and 227 participants returned the questionnaires, with a 210 of them were valid. Am... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.532 | 0.708 | ["management"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.451418 | [
0.08404932916164398,
-0.007307062391191721,
0.005710236728191376,
0.04725966602563858,
0.04096375033259392,
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0.03486764430999756,
0.03854537382721901,
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0.0029727790970355272,
0.10155138373374939,
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-0.03676239773631096,
0.04744... | ||
s, and 24.2% in managerial positions (5.2% in senior and middle positions and 19% in junior positions). The fitness test of the data showed that the Kaiser–Meyer–Olkin value was 0.949, indicating that the data were suitable for factor analysis. Bartlett’s test of sphericity revealed the moderation of the correlation ma... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.696 | ["management"] | 481 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.451539 | [
0.0851958617568016,
-0.06530087441205978,
-0.08721596747636795,
0.04635797441005707,
0.04971357062458992,
0.0756765753030777,
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0.024273550137877464,
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0.06576071679592133,
0.05383394658565521,
0.018858056515455246,
0.09311519... | ||
thereby implying suitability for factor analysis. According to the rotary component matrix analysis results (i.e., principal component approach), we deleted items with a loading higher than 0.5 on both factors ( Roesch and Rowley, 2005 ). Followed by Farh et al. (1997) , a 14-item scale of TMTBSL was obtained after sel... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.329 | 0.704 | [] | 483 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.451665 | [
-0.007894997484982014,
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0.018986385315656662,
0.04838816821575165,
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0.012729881331324577,
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0.07206480205059052,
0.08976839482784271,
0.0592741034924984,
0.0... | ||
method was selected again for EFA (see Table 2 ). The Cronbach’s alpha coefficient of the total scale was 0.975 and all five factors were above 0.70, indicating an acceptable reliability. As suggested by Carpenter (2018) , we used the focus group approach to review the meanings and wording of the items to ensure the ba... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.533 | 0.862 | [] | 495 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.451791 | [
0.043745722621679306,
0.0049344077706336975,
-0.05904534459114075,
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0.03216208517551422,
0.10146602243185043,
0.0444193072617054,
0.07159341871738434,
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0.06609418988227844,
-0.037889596074819565,
0.01882198452949524,
0.0184... | ||
Table 2. Exploratory factor analysis for TMTBSL. Measurement items Cronbach’s α Factor loading 1 2 3 4 5 Foresight for boundary-spanning 0.933 The current performance of the organization benefits from [their] integration of resources years ago 0.808 The current accumulation of organizational advantage resources benefit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.562 | 0.842 | ["salary", "strategy", "philosophy"] | 511 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.451954 | [
0.05233963206410408,
0.02424517460167408,
-0.03175340220332146,
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0.06534182280302048,
0.08802925795316696,
0.010099302046000957,
0.034067705273628235,
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-0.03520132228732109,
0.03757288306951523,
0.04896911606192589,
0.00137447... | ||
policy years ago 0.674 Resilience for boundary-spanning 0.924 To encourage transformation and innovation, [they] value building diverse and inclusive organizational cultures 0.735 To adapt to the changing environment, [they] always seize the opportunity to adjust the organizational strategy 0.718 To maintain competitiv... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.568 | 0.69 | ["strategy", "motivation", "innovation", "philosophy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.452112 | [
0.05259092524647713,
0.03623014688491821,
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0.03843872249126434,
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0.03793633356690407,
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0.044278666377067566,
0.008767828345298767,
0.00094... | ||
ople what to strive for and where to go, so people are attracted to follow 0.742 [They] have some personal charisma that attracts people to follow 0.715 [They] have strong business skills and confidence in achieving organizational goals that attracts people to follow 0.632 Integration for boundary-spanning 0.943 [They]... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.576 | 0.85 | ["communication", "strategy", "philosophy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.452241 | [
0.07484861463308334,
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cation to make sure each member of the organization has the same goals 0.660 [They] value collaboration to realize the integration of business and social resources 0.646 Decisiveness boundary-spanning 0.923 At the critical time when market conditions and policies are positive, [they] often take decisive developmental d... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.591 | 0.706 | ["crisis", "communication", "decision_making", "economy", "rhetoric"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.452367 | [
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ce explained (86.809% in total) 0.975 22.136 19.234 19.214 17.240 11.471 Open in a new tab N = 210. The factor analysis was based on principle components analysis and varimax rotation. The directive-achieving items are translated from Chinese. To further examine the validity of the scale, we adopted 27% grouping criter... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.325 | 0.712 | [] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.452477 | [
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ronbach’s alpha coefficient after deletion, and (c) discriminant degree composite reliability (CR). The results showed that the correlations between items and the total, and the discrimination degree CR both reached 0.001 significance, and the Cronbach’s alpha coefficient of the total table was less than 0.975 regardle... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.498 | 0.822 | [] | 412 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.452593 | [
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at the 14-item scale of TMTBSL has good validity. Confirmatory factor analysis The CFA was conducted to examine the structure of the scale, which was measured using a 5-point Likert scale ranging from 1 (“completely disagree”) to 5 (“completely agree”). Two sources of data were collected to control common method biases... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.848 | [] | 448 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.452712 | [
0.05732628330588341,
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roaches to distinguish the source of the samples. The online approach, using the snowball investigation and point-to-point methods, involved distributing and collecting 250 questionnaires. The offline approach involved another 250 questionnaires in an organization where we had conducted interviews before. In total, 148... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.832 | ["interview"] | 459 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.452840 | [
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stributed, 398 were recovered and 394 were valid. Approximately 46.7% of the participants were male, 95.5% under the age of 40 years, 74.2% with organizational tenures of less than 6 years, and 62.2% in managerial positions (23.1% in senior and middle positions and 39.1% in junior positions); 27.2% of them were from th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.54 | 0.714 | ["management"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.452961 | [
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k model, which was combined with the internal relationship among the five factors. Then, we tested the fit of the second-order model and compared it with the alternative models ( Jarvis et al., 2003 ). As shown in Table 3 , the first-order one-factor model and the second-order five-factor model are mathematically equiv... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.528 | 0.84 | ["networking"] | 425 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.453107 | [
0.05041404068470001,
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Table 3. Confirmatory factor analysis for TMTBSL. Models χ 2 df Δχ 2 χ 2 /df TLI CFI NFI RMSEA Second-order, five-factor model 136.18 72 1.891 0.951 0.961 0.922 0.048 First-order, five-factor model 127.52 67 1.903 0.951 0.964 0.927 0.048 First-order, four-factor model 177.39 71 49.87 *** 2.498 0.918 0.936 0.899 0.062 F... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.498 | 0.708 | [] | 511 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.453232 | [
0.017832012847065926,
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8 0.906 0.868 0.072 First-order, one-factor model 253.78 77 126.26 *** 3.296 0.874 0.894 0.855 0.076 Open in a new tab N = 394. *** p < 0.001. First-order, four-factor model: FBS + RBS; First-order, three-factor model: FBS + ItBS + RBS; First-order, two-factor model: FBS + IsBS + DBS, RBS + ItBS. As indicated in Table ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.493 | 0.712 | [] | 439 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.453399 | [
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df = 1.903, RMSEA = 0.048, CFI, NFI, TLI > 0.90). Compared with the fitting test results of the other four models, the first-order five-factor model proved to be the best model among the first-order models. In addition, the fitness of the second-order five-factor model (χ 2 /df = 1.891, RMSEA = 0.048, CFI, NFI, TLI > 0... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.36 | 0.7 | [] | 442 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.453511 | [
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r structure composed of five first-order factors. According to Fornell and Larcker’s (1981) suggestion, we examined the CR and average variance extracted (AVE) of the scale to assess the construct validity, aggregate validity, and discriminant validity. Table 4 reveals that the CR values were between 0.814 and 0.852, h... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.357 | 0.712 | ["ethics"] | 505 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.453654 | [
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esponding to each dimension was greater than 0.7. Discriminant validity refers to the degree of difference between one construct and the others, which can be compared and judged by the square root of AVE and the absolute value of correlation coefficients of each latent variable. As shown in Table 4 , AVE square root of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.331 | 0.858 | [] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.453816 | [
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idity, aggregate validity, and discriminant validity. Table 4. Means, standard deviations, scale reliabilities, correlations, CR, and AVE for TMTBSL. M SD 1 2 3 4 5 1. FBS 3.959 0.683 (0.810) 2. IsBS 3.886 0.751 0.586 *** (0.802) 3. DBS 3.791 0.778 0.432 *** 0.526 *** (0.846) 4. ItBS 3.972 0.700 0.511 *** 0.474 *** 0.4... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.319 | 0.73 | [] | 511 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.453934 | [
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835 0.844 0.828 AVE 0.657 0.594 0.716 0.643 0.615 Open in a new tab N = 394. *** p < 0.001. FBS, foresight for boundary-spanning; IsBS, inspiration for boundary-spanning; DBS, decisiveness for boundary-spanning; ItBS, integration for boundary-spanning; RBS, resilience boundary-spanning. CR, composite reliability; AVE, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.613 | 0.694 | ["leadership", "management", "motivation", "education"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.454064 | [
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nnovative behavior With the increased complexity of technical, products and services, organizational performance largely depends on employees’ ability to collaborate across various kinds of boundaries: vertical, horizontal, stakeholder, and geographic ( Cross et al., 2015 ). When an organization is looking to spur inno... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.625 | 0.828 | ["economy", "philosophy", "communication", "innovation", "rhetoric"] | 464 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.454205 | [
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ruggled the most with this kind of collaboration. Innovative behavior is a multi-stage process of problem recognition, generation of ideas or solutions, building support for ideas, and idea implementation ( Scott and Bruce, 1994 ). However, most importantly, organizational collaboration and innovation is not spontaneou... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.528 | 0.852 | ["leadership", "communication", "innovation", "economy", "rhetoric"] | 504 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.454364 | [
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e comes from the inspiring nature of the climate. Numerous research has shown support for the organizational climate-innovative behavior link ( Scott and Bruce, 1994 ; Madrid et al., 2014 ; Wallace et al., 2016 ). Besides, team-related factors can also affect individual innovation behaviors, such as leader-member excha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.423 | 0.866 | ["management", "leadership", "innovation", "philosophy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.454475 | [
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) or problem-solving style ( Scott and Bruce, 1994 ) promote individual innovative behavior from the perspective of individual traits or styles. However, more studies have explored how leadership promotes individual innovative behavior, especially transformational leadership ( Pieterse et al., 2010 ; Aryee et al., 2012... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.44 | 0.842 | ["leadership", "education", "philosophy"] | 480 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.454573 | [
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ensively understand boundary spanning leadership. That is, TMTBSL is probably a kind of the plural forms of leadership ( Denis et al., 2012 ). And the results support Gibb’s view that “Leadership is probably best conceived as a group quality, as a set of functions which must be carried out by the group ( Gibb, 1954 , p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.432 | 0.868 | ["leadership", "philosophy", "innovation", "social_justice"] | 511 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.454675 | [
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o encompass possible reformulations of the notion of leadership itself as constituted by collective processes and interactions ( Denis et al., 2012 ). Previous studies have shown that various leadership has great impacts on organizational innovation and employee innovative behavior ( Scott and Bruce, 1994 ; Tierney et ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.606 | 0.834 | ["leadership", "innovation", "social_justice", "philosophy"] | 431 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.454770 | [
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ertain behaviors or traits of the direct leaders. However, most research tends to ignore the hierarchy of the leader, that is, to assume that the leading process and effects are the same for both leaders at the top or bottom ( Zaccaro and Horn, 2003 ). Organizations are hierarchical structures, and the TMTs cannot dire... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.451 | 0.868 | ["leadership"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.454860 | [
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have the opportunity to directly interact with the TMTs. However, there is no denying that the TMTs can exert influence by inspiring the achievement goals to the organizational members ( Nerstad et al., 2013 ). In addition, compared with lower-level leaders, senior leaders have the advantages in obtaining and controlli... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.429 | 0.85 | ["leadership", "strategy", "decision_making", "philosophy"] | 508 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.454953 | [
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0.08813528716564178,
0.00388... | ||
e organization ( Ernst and Chrobot-Mason, 2011 ). As argued above, we are interested in exploring the path through which TMTBSL influence employees’ innovative behavior through the perceived motivational climate. Theoretical background and hypotheses Top management team boundary-spanning leadership and employee innovat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.419 | 0.84 | ["leadership", "management", "motivation"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.455046 | [
-0.02019088715314865,
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-0.05520594120025635,
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0.013380426913499832,
0.00047451461432501674,
0.04918847233057022,
-0.05... | ||
or organization ( Scott and Bruce, 1994 ; Miron-Spektor and Beenen, 2015 ). Leadership has proved to be one of the key factors in facilitating employee innovative behavior ( Wang et al., 2019 ) given the circumstances that leadership may help facilitate interaction and information exchange across group boundaries ( Har... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.612 | 0.862 | ["leadership", "philosophy"] | 505 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.455149 | [
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0.026056909933686256,
0.10291317850351334,
0.00942135788500309,
-0.0... | ||
avior (e.g., Graham, 2013 ; Salem et al., 2018 ). Through the lens of social information processing theory (SIPT), individuals’ attitudes and behaviors are not only determined by their own needs and goals but also greatly influenced by the prevailing social environment ( Salancik and Pfeffer, 1978 ). As the important i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.572 | 0.866 | ["philosophy", "leadership", "strategy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.455244 | [
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ic level ( Morgeson et al., 2010 ; Liu et al., 2021 ). As illustrated by Study 1, it is committed to the realization of an organization’s visions and goals. Previous studies have demonstrated that boundary-spanning behavior of leaders can help employees acquire valuable knowledge by expanding their knowledge search ( T... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.836 | ["education", "leadership", "strategy"] | 419 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.455356 | [
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l innovative behavior ( Katila and Ahuja, 2002 ). Therefore, we propose the following: Hypothesis 1 : TMTBSL has a positive effect on employee innovative behavior. The mediating role of a motivational climate Perceived work motivational climate refers to employees’ perceptions of the extant criteria of success and fail... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.412 | 0.848 | ["motivation"] | 462 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.455508 | [
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0.07124876976013184,
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ccess at work or recognition by the organization. Perceived motivational climate has two dimensions: mastery (or task-involving) climate and performance (or ego-involving) climate. The mastery climate refers to an individual’s perception that demonstrated effort, sharing, and cooperation are valued, and the performance... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.359 | 0.812 | ["philosophy", "motivation"] | 415 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.455678 | [
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0.07831922173500061,
0.047... | ||
mative competence ( Ntoumanis and Biddle, 1999 ). According to SIPT, as an information source which describes the characteristics of the corresponding work environment in the social environment ( Salancik and Pfeffer, 1978 ), TMTBSL can promote employees’ perception of motivational climate and provide a goal-oriented e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9798318/ | Top management team boundary-spanning leadership - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.518 | 0.842 | ["motivation", "philosophy"] | 512 | Cross-Functional Collaboration Leadership | topic | 2026-04-11T20:24:17.455870 | [
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-0.05293133854866028,
0.0659957304596901,
0.0... |
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