The concept of a boundary spanning role has been popular throughout academic research into innovation systems with over 48,000
peer-reviewed articles referencing the term since 1958. With the exception of
closed systems, all systems have a transference across their boundaries and this process is facilitated by the boundary spanner. As models of innovation developed, the role of the boundary spanner remained key in seeking out and bringing new ideas into the system or sub-system. Research has also found that boundary spanners tend to be
opinion leaders. The role of the boundary spanner is defined largely by where the boundary is drawn.
Internal boundary spanners One challenge within the field of
knowledge management is that the collection and codification of
explicit knowledge into
tacit knowledge is frequently held in silos within the organization. Boundary spanners are needed to move that knowledge around the organization in a process sometimes referred to as socialization. Also, with increased interest in promoting diversity, equity, and inclusion (DEI) in the workplace, it has been argued that boundary spanners performing extra tasks because of their various identities (such as serving on a disproportionate number of committees, more mentoring duties, and other DEI-related work) should be recognized and compensated more for this additional effort. Extra work without recognition only serves to reinforce existing imbalances of power and underrepresentation of minority identities that boundary spanners can help improve. theory of
absorptive capacity. In spheres such as science communication and political outreach, boundary spanning individuals can engender trust in communities generally underserved and overlooked by those in power.
Individual boundary spanners At the individual level, this may be equated to the Resource Investigator role within
Belbin's Team Inventory. ==Broader adoption==