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1. Introduction Boundaries between ‘us’ and ‘them’ have long captured human interest. Yet even as social scientists continue to study the value of a vast array of boundaries [1], in an era in which the nature of work is changing [2–4], managers and organizational scholars have increasingly framed boundaries as barriers to interaction that ought to be spanned [5–8], permeated [9] or blurred [10] to increase collaboration.
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