The integration of two merging companies remains a tough challenge. Employees who develop social relationships with coworkers from both organizations (we call them boundary spanners) are typically seen as key integrators supporting the post-merger integration process. However, building and maintaining relationships with people from different organizations requires time, dedication, and effort.
To better understand the perks and pitfalls of cross-legacy boundary spanning, we wrote a book chapter that identifies and describes the structural and sociocultural dimensions of boundary spanning. We also explain how these dimensions influence the success of the post-merger integration process.