Please wait a minute...
Acta Psychologica Sinica
|
A Longitudinal Study on the Impact Mechanism of Employees’ Boundary Spanning Behavior: Roles of Centrality and Collectivism
LIU Songbo;LI Yuhui
(School of Labor and Human Resources, Renmin University of China, Beijing 100872, China)
Download: PDF(470 KB)   Review File (1 KB) 
Export: BibTeX | EndNote | Reference Manager | ProCite | RefWorks    
Abstract  

Currently boundary spanning behavior is a hot topic in team research field, which involves phenomena at two levels (team level and individual level). Compared to team level, employee’s boundary spanning has not been well discussed yet. In addition, few studies have systematically explored its outcomes and impact mechanism in Chinese context. This study aimed to address the above gaps by examining whether, when and how employee’s boundary spanning behavior impacted his or her task performance. Specifically, integrating culture and social network theory into boundary spanning field, this study theorized that boundary spanning behavior led to centrality of the employee’s social network, and in turn enhance his or her task behavior. At the same time, team’s collectivism climate moderated the above path. The participants were recruited from 17 companies in two high-tech parks located in Beijing and Tianjin, China. We invited 135 team leaders and their subordinates to participate the survey, after collecting 2 wave longitudinal data sets and dropping out invalid questionnaires, responses from 61 team leaders and 292 team members were valid finally. To get enough whole network data, we purposely chose teams with small size. All measurements were (or adapted from) well-established scales. Employee’s boundary spanning behavior, centrality, and collectivism were collected at time 1, and after 8 weeks, employees’ task performance was collected at time 2. Confirmatory factor analyses showed satisfactory model fit indices. Inter-rated agreement (Rwg) and intra-class correlation (ICC) value justified the aggregation of team collectivism climate. HLM were applied to test our hypotheses since this is a cross-level research. Variables like age, education, gender, tenure and collectivism orientation at individual level, and team size at group level were controlled for. The results showed that centrality of the social network positively mediated the relation between employees’ boundary spanning behavior and his or her task performance. The climate of team collectivism positively moderated the relation between employees’ boundary spanning behavior and network centrality. In addition, network centrality mediated the interaction between boundary spanning behavior and team collectivism climate on employee’s task performance such that the relation between boundary spanning behavior and task performance via network centrality will be stronger for teams higher on collectivism climate than for those lower on collectivism. This study revealed that employee’s boundary spanning behavior had positive influence on task performance and confirmed the mechanism between the two constructs. Interestingly, we found collectivism at individual level and at team level had different effects for the effect of boundary spanning behavior, which revealed that in transformational Chinese context, cultural elements at micro levels were worthy of discussing. The finding of mediating mechanism of centrality established a logic chain of “external relationship – internal embeddedness - performance”, helping in explaining the formation of performance and social network in teams. Managerial implications, limitations and future directions were discussed at the end.

Keywords boundary spanning behavior      centrality      collectivism      task performance     
Corresponding Authors: LI Yuhui   
Issue Date: 30 June 2014
Service
E-mail this article
E-mail Alert
RSS
Articles by authors
LIU Songbo
LI Yuhui
Cite this article:   
LIU Songbo,LI Yuhui. A Longitudinal Study on the Impact Mechanism of Employees’ Boundary Spanning Behavior: Roles of Centrality and Collectivism[J]. Acta Psychologica Sinica, 10.3724/SP.J.1041.2014.00852
URL:  
http://journal.psych.ac.cn/xlxb/EN/10.3724/SP.J.1041.2014.00852     OR     http://journal.psych.ac.cn/xlxb/EN/Y2014/V46/I6/852
[1] PENG Jian; WANG Xiao. I will perform effectively if you are with me: Leader-follower congruence in followership prototype, job engagement and job performance[J]. Acta Psychologica Sinica, 2016, 48(9): 1151-1162.
[2] GAO Zhonghua;ZHAO Chen. Does Organizational Politics at the Workplace Harm Employees’ Job Performance? A Person-Organization Fit Perspective[J]. Acta Psychologica Sinica, 2014, 46(8): 1124-1143.
[3] LI Rui; TIAN Xiaoming. Supervisor Authoritarian Leadership and Subordinate Proactive Behavior: Test of A Mediated-Moderation Model[J]. Acta Psychologica Sinica, 2014, 46(11): 1719-1733.
[4] ZHANG Huihua. Individual Emotional Intelligence on Task Performance: A Social Network Perspective[J]. Acta Psychologica Sinica, 2014, 46(11): 1691-1703.
[5] YAO Ruosong;CHEN Huaijin;MIAO Qunying. An Empirical Analysis of Influences of Personality Traits on Job Performance for Frontline Staff in Public Transportation Industry: With Work Attitude Acting as a Moderator[J]. Acta Psychologica Sinica, 2013, 45(10): 1163-1178.
[6] LI Rui;LING Wen-Quan;Liu Shi-Shun. The Antecedents and Outcomes of Psychological Ownership for the Organization: An Analysis from the Perspective of Person-Situation Interactions[J]. Acta Psychologica Sinica, 2012, 44(9): 1202-1216.
[7] TU Hong-Wei,YAN Ming,ZHOU Xing. The Differential Effects of Job Design on Knowledge Workers and Manual Workers:
A Field Quasi-experiment in China
[J]. , 2011, 43(07): 810-820.
[8] DU Jing,WANG Dan-Ni. Person-Environment Fit and Creativity: The Moderating Role of Collectivism[J]. , 2009, 41(10): 980-988.
[9] WU Long-Zeng,LIU Jun,LIU Gang. Abusive Supervision and Employee Performance: Mechanisms of Traditionality and Trust[J]. , 2009, 41(06): 510-518.
[10] WEI Hui-Min,LONG Li-Rong. Effects of cognition- and affect-base trust in supervisors on task performance and OCB[J]. , 2009, 41(01): 86-94.
[11] YU Qiong,YUAN Deng-Hua. The Impact of the Emotional Intelligence of Employees and
Their Manager on the Job Performance of Employees
[J]. , 2008, 40(01): 74-83.
[12] Li Ning,Yan Jin. The Mechanism of How Trust Climate Impacts on Individual Performance[J]. , 2007, 39(06): 1111-1121.
[13] Zhang Tingting,Li Hong,Long Changquan,Feng Tingyong,Chen Antao,Li Fuhong,Wang Xiufang. Property Centrality Effect in Inductive Reasoning[J]. , 2007, 39(05): 826-836.
[14] Li-Ning,Yan-Jin,Jin-Mingxuan. How does Trust in Organizations Benefit Task Performance[J]. , 2006, 38(05): 770-777.
[15] Li Wendong,Shi Kan,Wu Hongyan,Jia Juan,Yang Min. The Effects of Job Incumbents’ Task Performance on Their Job Analysis Ratings: Evidence From Power Plant Designers and Editors[J]. , 2006, 38(03): 428-435.
Viewed
Full text


Abstract

Cited

  Shared   
  Discussed   
Copyright © Acta Psychologica Sinica
Support by Beijing Magtech