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Informational faultlines, team boundary work, and idea implementation: The moderating role of paradoxical leadership

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  • Xi, Cunhu
  • Zhang, Yingqin
  • Qu, Xiaoqian

Abstract

Drawing on social network theory, our study develops a theoretical model delineating the impact of informational faultlines, paradoxical leadership, and team boundary work on idea implementation. Drawing from empirical research using a dataset of 82 teams from multi-source and multi-timepoints, our findings reveal that informational faultlines positively influence team boundary work (boundary spanning, buffering, and reinforcement) and idea implementation. Team boundary work (boundary spanning, buffering, and reinforcement) mediates the relationship between informational faultlines and idea implementation. Paradoxical leadership moderates the mediating effect of boundary buffering and spanning between informational faultlines and idea implementation. The findings of our study provide theoretical insights and practical implications for the management of innovative teams in businesses, team establishment, and the recruitment and selection of leaders.

Suggested Citation

  • Xi, Cunhu & Zhang, Yingqin & Qu, Xiaoqian, 2025. "Informational faultlines, team boundary work, and idea implementation: The moderating role of paradoxical leadership," Journal of Business Research, Elsevier, vol. 192(C).
    • Handle: RePEc:eee:jbrese:v:192:y:2025:i:c:s0148296325001468
    DOI: 10.1016/j.jbusres.2025.115323
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    References listed on IDEAS

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