The boundary spanning of managers within service networks
This research examined how managers act as a boundary spanner in two types of boundary-spanning relationships and how their boundary-spanning activities provided support for customer value creation in service networks.
By using an embedded case design in three shopping centres, the results from interviews with retail store managers and shopping centre managers indicated that store managers span boundaries between both the parent organisation and the shopping centre and between the shopping centre and customers.
Analysis revealed six types of boundary-spanning activities. Four serve to represent the organisation (service delivery, coordination, guarding, and external communication), while two are informational in nature (outbound information collection and relay, and inbound information collection and relay). This research highlighted the wide range of activities a manager can undertake to improve the competitiveness of a company and service network by enhancing customer value.