Boundary activities in 'boundaryless' organizations: A case study of a transformation to a team-based structure

This paper reports a case study that analyzes changes in organizational bou ndary activities carried out in a bank during and after restructuring from a functional to a team-based structure. Results suggest that the need for s panning, buffering, and bringing up boundaries does not disappear as organi zations become 'boundaryless'. Rather; boundary activities increase in sign ificance and migrate to lower organizational levels. Several propositions a re generated for future research.