The Impact of Social Capital on Team Boundary Spanning and Performance in ISD Project

• Main Authors: Jhih-yi Lin, 林芷儀
• Other Authors: Tung-Ching Lin
• Format: Others
• Language: en_US
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/94988575513532289019

碩士 === 國立中山大學 === 資訊管理學系研究所 === 102 === Information system development (ISD) projects are full of complexity and uncertainty, which may form the project boundaries and lead to increased risk and the chance of project failure. Therefore, it is critical to know how ISD project teams can effectively cross those project boundaries and achieve better project performance. Past studies have shown that social capital can facilitate coordination, knowledge integration, knowledge sharing, the exchange and combination of resources, and the obtaining of support. In this paper, we combine social capital theory and boundary spanning to explore their impact on ISD project team performance. We also assume that part of the reason why social capital can enhance project performance, in part because of its ability to span boundaries. An empirical survey methodology is applied with a valid sample size of 184. The results indicate that social capital is positively associated with team boundary spanning, and team boundary spanning is positively associated with project performance. Also, the relationship between social capital and project performance is fully mediated by team boundary spanning. In this study, we identify the critical boundaries in an ISD project team, and combine both social capital theory and boundary spanning to explore effective ways to cross boundaries and, thereby, increase project performance. Academic and practical implications are discussed.