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To achieve better and faster digital innovations, organizations rely on self-managing teams. Boundary management refers to activities that bridge boundaries between different entities. It can foster the effectiveness of self-managing teams, especially in highly digitized working contexts, since virtual collaboration fosters fluid team boundaries. Prior work considers external leaders as responsible for boundary management. However, the increased relevance of self-managing teams also raises the question of how team members can engage in boundary management and how their behaviors relate to leaders’ behaviors. Conducting a qualitative multiple case study with 27 digital innovation workers from three different industries, we identified four categories of boundary management behaviors that self-managing digital innovation teams engage in: fostering psychological safety, exploring through experimentation, building networks, and acting with autonomy. As we demonstrate, these team behaviors complement existing leader behaviors and suggest a dual perspective of boundary management in digital innovation teams.



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