Who are the Boundary Spanners and what does it take to become one?

Universities are increasingly expected to contribute far beyond education and research. They are asked to support innovation ecosystems, work with industry, address societal challenges, and create lasting impact. Yet successful collaboration rarely happens by itself.

Behind many productive university-industry partnerships are individuals who can navigate different organisational cultures, build trust across sectors, and connect people who might otherwise never work together. These individuals are known as Boundary Spanners.

Far from being a formal job title, boundary spanning is a way of working. It is about connecting worlds that often operate according to different incentives, languages, and expectations.

Who are boundary spanners?

Boundary spanners are champions of collaboration who help break down both internal and external organisational barriers. They work at the intersection of higher education, industry, and often government or society, helping knowledge, ideas, people, and resources move across boundaries that would otherwise limit innovation.

Their role goes beyond partnership management or innovation. They create networks, facilitate knowledge exchange, identify opportunities for collaboration, and help partners work through differences in culture, priorities, and expectations.

In many ways, they act as translators between worlds. They understand how universities operate while also appreciating the realities and pressures faced by industry partners. This dual understanding enables them to identify common ground and create opportunities for mutually beneficial collaboration.

As universities pursue stronger ecosystem engagement and greater societal impact, the importance of these connectors continues to grow.

Boundary spanning is about how, not what

One of the most important findings from the research^[1] is that boundary spanning is not defined by subject expertise. A Boundary Spanner does not necessarily need to be the leading expert in a scientific field or technology area. Instead, success depends heavily on how they engage with others.

The ability to listen, connect, adapt, and build relationships often matters more than technical knowledge alone. Boundary spanning is therefore less about what someone knows and more about how they create connections and enable collaboration across organisational and disciplinary boundaries.

This perspective challenges traditional assumptions about innovation leadership. The individuals generating the greatest collaborative impact are not always those with the most specialised expertise, but often those who can bring the right people together and help them work effectively toward shared goals.

What makes an effective Boundary Spanner?

The research^[1] identified a distinct combination of personal characteristics commonly found among effective Boundary Spanners.

These individuals tend to be:

• Open to new experiences and continuous learning
• Conscientious and achievement-oriented
• Highly communicative and network-focused
• Agreeable and capable of understanding different perspectives
• Resilient when facing obstacles
• Innovative and opportunity-seeking
• Persistent and internally motivated
• Comfortable with uncertainty and calculated risk-taking

Taken together, these qualities create professionals who can operate effectively in complex environments where collaboration requires patience, flexibility, and the ability to balance competing interests.

Interestingly, many of these traits mirror those often associated with entrepreneurial thinking. Both entrepreneurs and boundary spanners are opportunity-oriented, resilient, resourceful, and comfortable working under uncertainty.

The skills behind successful collaboration

While personality traits provide a foundation, boundary spanning also relies on a well-developed set of capabilities.

The study identified five particularly important skill areas:

Creativity

Boundary spanners must be able to generate new ideas and identify unconventional ways to connect organisations, people, and resources.

Entrepreneurial skills

They recognise opportunities, mobilise support, and transform ideas into action. This entrepreneurial mindset enables them to move collaborations forward rather than simply facilitating conversations.

Collaborative skills

Perhaps most importantly, they know how to communicate effectively, negotiate across interests, and build trust among diverse stakeholders.

Managerial skills

Successful collaboration requires organisation and coordination. Boundary spanners often manage projects, relationships, and multiple stakeholders simultaneously.

Resource mobilisation

Whether securing funding, connecting expertise, or identifying opportunities, they excel at bringing together the resources needed to achieve shared goals.

Why collaboration succeeds or fails

Boundary spanning does not occur in isolation. The research^[1] highlights several factors that can enable or hinder collaboration.

Successful collaborations are often supported by strong leadership commitment, aligned strategic objectives, adequate resources, and a genuine understanding of partners’ needs and motivations.

At the same time, many collaborations struggle because of limited trust, resource constraints, cultural differences, or a lack of understanding between partners. Organisations may also find it difficult to recognise the immediate value of working together, making it harder to sustain long-term engagement.

This is precisely where boundary spanners create value. They help navigate these barriers and keep partnerships moving forward despite the inevitable challenges that emerge.

Not all boundary spanners work in the same way

The research^[1] also revealed that there is no single model of a boundary spanner. Instead, three distinct roles emerged.

The Facilitator 

Facilitators excel at building and maintaining networks. They initiate partnerships, connect stakeholders, and help sustain relationships over time. 

The Collaborator 

Collaborators focus more strongly on content creation, knowledge development, and sharing expertise within collaborative initiatives. 

The Enactor 

Enactors combine both approaches, engaging in networking activities while also contributing directly to knowledge creation and collaboration outcomes. 

These roles demonstrate that effective boundary spanning can take different forms depending on the context, organisation, and stage of collaboration. 

Building more boundary spanners for stronger innovation ecosystems 

As universities deepen their engagement with industry and society, the need for individuals who can connect people, organisations, and ideas will only continue to grow. 

Boundary spanners are often the invisible force behind successful partnerships. They bring together diverse stakeholders, navigate complexity, and create the conditions needed for collaborative innovation to flourish. 

For institutions seeking to strengthen university-business cooperation, innovation ecosystems, and societal impact, investing in these individuals may be just as important as investing in infrastructure, programmes, or funding mechanisms. 

Because when collaboration succeeds, it is often not only because great ideas exist, but because someone helped those ideas cross the boundaries that would otherwise keep them apart.

References

1. Research conducted by: Thomas Baaken, Habtamu Garomssa, Judith Helmer, Neele Petzold, Maria Paula Troutt (in alphabetical order), FH Münster – University of Applied Sciences, Science-to-Business Marketing Research Centre, in collaboration with UIIN and the Spanning Boundaries Project Partnership.

Jose Villagran-Polo (author) is a Project Officer at UIIN and works on topics related to university-business collaboration, entrepreneurial education and the role of university-based incubators in their regions.

Frequently asked questions

What is a Boundary Spanner?

A Boundary Spanner is a professional who connects people, organisations, and sectors that would not normally work closely together. They help facilitate collaboration and innovation across boundaries such as universities, businesses, government organisations, and community groups, enabling knowledge exchange, innovation, and joint problem-solving.

What does a Boundary Spanner do?

Boundary spanners build relationships, facilitate partnerships, translate between different organisational cultures, and help knowledge, resources, and ideas move across institutional boundaries. Their work often involves networking, stakeholder engagement, collaboration management, and identifying opportunities for innovation and knowledge transfer.

Why are Boundary Spanners important?

Boundary Spanners play a critical role in making collaboration successful. They help organisations overcome barriers such as differing priorities, communication challenges, and lack of trust. By connecting people and facilitating cooperation, they strengthen innovation ecosystems and increase the likelihood of achieving meaningful research, economic, and societal impact.

What are the characteristics of successful Boundary Spanners?

Successful Boundary Spanners are typically:

• Open-minded and adaptable
• Strong communicators
• Collaborative and relationship-oriented
• Entrepreneurial and opportunity-focused
• Resilient and persistent
• Creative problem-solvers
• Comfortable working in complex and uncertain environments
• Skilled at understanding different perspectives

These qualities allow them to navigate multiple organisational cultures and build productive partnerships.

What skills do Boundary Spanners need?

Effective Boundary Spanners often possess a combination of:

• Communication and networking skills
• Collaboration and partnership-building skills
• Entrepreneurial thinking
• Project and stakeholder management capabilities
• Knowledge transfer and innovation skills
• Resource mobilisation and fundraising abilities
• Negotiation and facilitation skills

Together, these skills help them create value across organisations and sectors.

Are Boundary Spanners the same as innovation intermediaries?

Not exactly. Innovation intermediaries are organisations or individuals that support innovation processes by connecting different actors. Boundary Spanner also often perform intermediary functions, but their defining characteristic is their ability to work across organisational, institutional, disciplinary, or sectoral boundaries to facilitate collaboration and knowledge exchange.

Where do Boundary Spanners work?

Boundary spanners can be found in a wide range of environments, including:

• Universities and higher education institutions
• Research organisations
• Technology transfer offices
• Innovation hubs and entrepreneurship centers
• Government agencies
• Industry associations
• Corporate innovation teams
• Regional innovation ecosystems

They often operate at the intersection of multiple sectors rather than within a single organisation.

What is boundary spanning in higher education?

Boundary spanning in higher education refers to activities that connect universities with external stakeholders such as industry, government, investors, non-profits, and communities. It helps universities translate research into impact, strengthen partnerships, support innovation, and enhance their role within regional and global ecosystems.

Can boundary spanning skills be developed?

Yes. While some individuals may naturally possess characteristics associated with boundary spanning, many of the required skills can be developed through experience, professional development, mentoring, networking, and exposure to cross-sector collaboration projects. Universities and organisations can actively support staff in building these capabilities.

What are the different types of Boundary Spanners?

Research suggests that boundary spanners often adopt different approaches depending on their strengths and context. Common roles include:

• Facilitators, who focus on building networks and relationships.
• Collaborators, who contribute expertise and create knowledge within partnerships.
• Enactors, who combine networking, collaboration, and implementation activities to drive outcomes.