HRD Practitioner as a Boundary Spanner: An Integrative Literature Review Presenting Ten Boundary Spanner Characteristics

Abstract

Problem

The increasing complexity and interconnectedness of modern organizations have amplified the need for professionals who can operate across boundaries. Yet, the role of boundary spanners, especially within Human Resource Development (HRD), remains underexplored. This study addresses the problems of limited conceptual clarity and empirical understanding of boundary spanners in HRD, which hinders practitioners’ ability to facilitate collaboration, manage knowledge, and drive organizational change.

Solution

Through an integrated literature review, we identify and synthesize 10 key characteristics that define effective boundary spanners, offering a comprehensive framework for HRD practitioners to navigate ambiguity, build trust, and foster innovation across diverse contexts.

Stakeholders

The findings provide actionable insights for HRD scholars and practitioners, organization development practitioners, and organizational leaders who routinely manage across epistemic, intellectual, institutional, organizational, and role boundaries.