The Impact of Boundary Spanning by Public Managers on Collaboration and Infrastructure Project Performance

Abstract

The public sector is increasingly collaborating with the private sector in the development of large-scale public infrastructure projects. However, the difficulties arising due to working across organizational boundaries are often detrimental to project performance. This article argues that boundary-spanning activities can enhance the quality of collaboration and subsequently the performance of projects. Boundary spanners utilize relational governance mechanisms and undertake conscious endeavors for building interorganizational relationships by engaging in activities, such as coordination and communication with the stakeholders. The data for this study are composed of 158 survey responses from lead public managers involved in Dutch national public infrastructure projects. The data are analyzed using structural equation modeling. The study demonstrates that the quality of collaboration has a significant impact on the performance of the project during the implementation phase. Further, we find that the different boundary-spanning activities are interconnected and that they have a significant positive relationship on project performance, with a mediating effect of collaboration. The study concludes that, and shows how boundary spanners are vital to the collaborative processes through which public infrastructure projects are implemented.

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