Benefits and costs of employee boundary-spanning behavior: A meta-analytic review

doi:10.3724/SP.J.1041.2022.00665

Abstract

Abstract:

Employee boundary-spanning behavior is critically important for organizations. Through a literature search, a meta-analysis of 52 independent samples (total sample size N = 14366) from 50 studies on employee boundary-spanning behavior shows that employee boundary-spanning behavior has benefits and costs. The benefits show that employee boundary-spanning behavior improves job satisfaction, organizational commitment, performance, and innovation, and the costs show that boundary-spanning behavior triggers role stress. The relationships between employee boundary-spanning behavior and outcome variables are moderated by employee types (knowledge workers-non-knowledge workers), individualism-collectivism, and power distance. Job attitude plays a mediating role in the relationship between employee boundary-spanning behavior, performance, and innovation, but it has a suppressing effect on the relationship between boundary-spanning behavior, stress, and exhaustion. The meta-analysis provides a comprehensive and reliable conclusion for employee boundary-spanning behavior, which provides evidence for future research on employee boundary-spanning behavior.

Key words: employee boundary-spanning behavior, meta-analysis, job attitude, performance and innovation, stress and exhaustion, moderating effect

LAN Yuanmei, LI Chaoping, WANG Jiayan, MENG Xue. (2022). Benefits and costs of employee boundary-spanning behavior: A meta-analytic review. Acta Psychologica Sinica, 54(6), 665-683.

Figures/Tables 9

References 157

	(Note: The literature included in the meta-analysis is not listed here. For more references, please visit http://www.obhrm.net/index.php/2022MetaBS)
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Variable	Q	df	p	I²	Tau	Tau²
Job attitude
Job satisfaction	193.88	17	0.000	91.23	0.18	0.03
Organizational commitment	26.79	4	0.000	85.07	0.11	0.01
Performance and innovation
Performance	232.26	16	0.000	93.11	0.19	0.04
Innovation	243.36	14	0.000	94.25	0.22	0.05
Stress and exhaustion
Role stress	82.40	11	0.000	86.65	0.16	0.02
Emotional exhaustion	31.04	5	0.000	83.89	0.13	0.02

Variable	Q	df	p	I²	Tau	Tau²
Job attitude
Job satisfaction	193.88	17	0.000	91.23	0.18	0.03
Organizational commitment	26.79	4	0.000	85.07	0.11	0.01
Performance and innovation
Performance	232.26	16	0.000	93.11	0.19	0.04
Innovation	243.36	14	0.000	94.25	0.22	0.05
Stress and exhaustion
Role stress	82.40	11	0.000	86.65	0.16	0.02
Emotional exhaustion	31.04	5	0.000	83.89	0.13	0.02

Variable	Egger's regression coefficient test		Begg rank correlation test		fail-safe N(Nfs)
Variable	Intercept	p	Z	p	Nf_s_-0.05	5K+10
Job attitude
Job satisfaction	0.23	0.65	0.10	0.91	2265	100
Organizational commitment	0.25	0.48	1.34	0.17	360	35
Performance and innovation
Performance	0.28	0.60	0.14	0.89	2154	95
Innovation	0.19	0.87	0.16	0.86	639	85
Stress and exhaustion
Role stress	-0.05	0.64	-0.19	0.85	519	70
Emotional exhaustion	-0.17	0.64	-1.36	0.17	32	40

Variable	Egger's regression coefficient test		Begg rank correlation test		fail-safe N(Nfs)
Variable	Intercept	p	Z	p	Nf_s_-0.05	5K+10
Job attitude
Job satisfaction	0.23	0.65	0.10	0.91	2265	100
Organizational commitment	0.25	0.48	1.34	0.17	360	35
Performance and innovation
Performance	0.28	0.60	0.14	0.89	2154	95
Innovation	0.19	0.87	0.16	0.86	639	85
Stress and exhaustion
Role stress	-0.05	0.64	-0.19	0.85	519	70
Emotional exhaustion	-0.17	0.64	-1.36	0.17	32	40

Variable	K	N	model	$\bar{r}$	$\bar{\rho }$	SD	%Var	95% CI	80% CV
Job attitude
Job satisfaction	18	4246	R	0.29	0.34	0.19	5.48	[0.24, 0.43]	[0.09, 0.58]
Organizational commitment	5	1649	R	0.35	0.41	0.12	6.79	[0.26, 0.55]	[0.24, 0.58]
Performance and innovation
Performance	17	4806	R	0.26	0.31	0.21	4.56	[0.20, 0.41]	[0.04, 0.57]
Innovation	15	4692	R	0.16	0.19	0.23	5.31	[0.06, 0.31]	[-0.11, 0.48]
Stress and exhaustion
Role stress	12	2803	R	0.12	0.14	0.17	10.82	[0.03, 0.25]	[-0.09, 0.35]
Emotional exhaustion	6	1717	R	-0.09	-0.10	0.16	16.14	[-0.25, 0.05]	[-0.29, 0.09]