Abstract
This research examines how managers act as a boundary spanner in two types of boundary-spanning relationships and how their boundary-spanning activities provide support for customer value creation in service networks. Using an embedded case design in three shopping centers, the results from interviews with retail store managers and shopping center managers indicate that store managers span boundaries between both the parent organization and the shopping center and between the shopping center and customers. Analysis reveals six types of boundary-spanning activities. Four serve to represent the organization (service delivery, coordination, guarding, and external communication), while two are informational in nature (outbound information collection and relay, and inbound information collection and relay). This research highlights the wide range of activities a manager can undertake to improve the competitiveness of a company and service network by enhancing customer value.