دانلود رایگان مقاله باز کردن تاثیر وابستگی به تیم های پروژه در رفتارهای مرزبندی

Abstract

As business environments become even more competitive, project teams are required to make an effort to operate external linkages from within an organization or across organizational boundaries. Nevertheless, some members boundary-span less extensively, isolating themselves and their project teams from external environments. Our study examines why some members boundary-span more or less through the framework of group attachment theory. Data from 521 project team members in construction and engineering industries revealed that the more individuals worry about their project team's acceptance (group attachment anxiety), the more likely they are to perceive intergroup competition, and thus put more efforts into operating external linkages and resources to help their own teams outperform competitors. In contrast, a tendency to distrust their project teams (group attachment avoidance) generates members' negative construal of their team's external image, and thus fewer efforts are made at operating external linkages. Thus, project leaders and members with high group attachment anxiety may be best qualified for external tasks. © 2016 Elsevier Ltd. APM and IPMA. All rights reserved.

5. Discussion

This paper examines why some project members boundary-span more or less, given that externally focused behavior among project team members generates performance benefits for those teams and their broader organizations. Our research elucidates the antecedents based on members' relational orientations (group attachment anxiety and avoidance) and psychological mechanisms (perceived intergroup competition and construed external image of the project team) related to boundary-spanning behavior through the framework of group attachment theory. Our research demonstrated that the more individuals worry about their project team's acceptance (group attachment anxiety), the more likely they are to perceive intergroup competition, and thus put more efforts into boundary management (i.e. operating external linkages and resources to help their own teams outperform competitors). For example, Joe has joined a project team since last month. He thought if he worked harder than others and went extra miles, he would become a highly valued member of his team.