Boundary buffering: limiting interference and information leakage in design teams

Abstract

Purpose

Two challenges faced by automotive component design projects within contracted design agencies are (1) specification changes requested by the manufacturers and (2) product information or core technology knowledge leakage to external actors. We examine the effects of targeted boundary activities that address these challenges under the contingencies of environmental uncertainty and project complexity.

Design/methodology/approach

Based on Boundary management theory, a bidirectional model of boundary buffering was conceptualized in the context of design agency teams developing automotive components. A survey is derived from the proposed model. Regression analysis is performed using empirical data from 234 auto component design projects in Chinese design agencies.

Findings

Boundary buffering activities that strengthen outside-in boundaries and inside-out boundaries directly improve the final design quality. Further, the magnitude of effect for outside-in buffering on design quality is enhanced under environmental uncertainty, while the impact of inside-out buffering on design quality is enhanced under project complexity.

Research limitations/implications

Boundary activities should consider differences in boundary targets, directional flow of information, and context of scope.

Practical implications

Automotive component design agents should attend to both outside-in and inside-out boundary buffering, especially under conditions of environmental uncertainty or project complexity.

Originality/value

The proposed bidirectional view on boundary buffering adds perspective to team boundary management theory. Specific contingencies include common risk elements of project complexity and environmental uncertainty not typically associated with the need for buffering activities.

Citation

Wu, X.(J)., Huang, W.(W)., Jiang, J., Klein, G. and Liu, S. (2020), "Boundary buffering: limiting interference and information leakage in design teams", International Journal of Operations & Production Management, Vol. 40 No. 3, pp. 293-313. https://doi.org/10.1108/IJOPM-03-2019-0180