Abstract
Good coordination is pivotal for MTS effectiveness but is also hard to achieve. MTS members’ boundary spanning activities can help MTS coordination, yet how an individual MTS member can positively and negatively influence system-level outcomes is rather neglected in MTS research. Our qualitative evidence from three cases shows that a boundary spoiler effect can occur if three specific pre-conditions are present at the same time, namely: 1) Contextual and role ambiguity; 2) An MTS member with certain personality characteristics; and 3) A leadership vacuum. The boundary spoiler triggers tension within the MTS, causing a rift between the MTS members and component teams, leading to a decrease in MTS effectiveness. Hence, this research extends current knowledge about boundary spanning activities and leadership in MTSs and provides evidence for the direct influence of individual MTS members on the system level. Lastly, it answers previous calls for more longitudinal research on real-life MTSs.