ISSN 0439-755X
CN 11-1911/B
主办:中国心理学会
   中国科学院心理研究所
出版:科学出版社

心理学报 ›› 2022, Vol. 54 ›› Issue (6): 665-683.doi: 10.3724/SP.J.1041.2022.00665

• 研究报告 • 上一篇    下一篇

员工跨界行为的收益与代价:元分析的证据

蓝媛美1,2, 李超平1,2(), 王佳燕1,2, 孟雪1,2   

  1. 1中国人民大学公共管理学院组织与人力资源研究所, 北京 100872
    2中国人民大学公共管理学院人才与领导力研究中心, 北京 100872
  • 收稿日期:2021-06-28 出版日期:2022-06-25 发布日期:2022-04-26
  • 通讯作者: 李超平 E-mail:lichaoping@ruc.edu.cn
  • 基金资助:
    国家自然科学基金重点项目(72132001);面上项目(71772171);中国人民大学校级智能计算云平台提供计算资源

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

LAN Yuanmei1,2, LI Chaoping1,2(), WANG Jiayan1,2, MENG Xue1,2   

  1. 1Department of Organizational and Human Resources Management, School of Public Administration and Policy, Renmin University of China, Beijing 100872, China
    2The Center for Talent and Leadership, School of Public Administration and Policy, Renmin University of China, Beijing 100872, China
  • Received:2021-06-28 Online:2022-06-25 Published:2022-04-26
  • Contact: LI Chaoping E-mail:lichaoping@ruc.edu.cn

摘要:

为探究员工跨界行为产生的影响、作用机制和边界条件, 通过文献检索、筛选和编码, 对50项员工跨界行为研究的52个独立样本(总样本量N = 14366)进行元分析, 结果表明: 员工跨界行为既会产生收益也需要付出代价, 收益表现为员工跨界行为提升工作满意度、组织承诺、绩效和创新, 付出的代价表现为跨界行为引发角色压力。员工跨界行为与结果变量的关系受员工类型(知识型员工-非知识型员工)和个人主义-集体主义、权力距离的调节。工作态度在员工跨界行为和绩效、创新的关系中发挥中介效应, 但在跨界行为和压力与耗竭的关系中出现了遮掩效应。本元分析为员工跨界行为提供了综合而可靠的结论, 对未来员工跨界行为的相关研究具有一定借鉴意义。

关键词: 员工跨界行为, 元分析, 工作态度, 绩效与创新, 压力与耗竭, 调节效应

Abstract:

Employee boundary-spanning behavior is critically important for organizations. Numerous studies have examined the relationships between employee boundary-spanning behavior and work-related outcomes. However, the findings are inconsistent among studies. This meta-analysis investigated the relationships between of employee boundary-spanning behavior and work attitude, performance, innovation, stress, and burnout, and also examined potential moderators and mediating mechanisms for those relationships based on social exchange theory.
We meta-analyzed both Chinese and English primary studies on employee boundary- spanning behavior. Studies were identified with key words including “Boundary spanning”, “Boundary spanning activities/Boundary spanning activity”, “Boundary spanning behavior”, etc., in English databases including Web of Science, ProQuest (Dissertation), EBSCO, Wiley, Sage and Chinese databases of CNKI and CSSCI. Finally, 52 independent samples from 50 empirical studies (with a total sample N = 14366) were included. We chose a random-effect model to conduct the meta-analysis using the R package Psychmeta (Core team, 2020). The results showed considerable heterogeneity among the 52 independent samples, according to the heterogeneity test. The publication bias test was conducted using Egger's test, Begg test, and Failsafe number, which revealed that there was no substantial publication bias in the studies.
With the Hunter-Schmidt’s meta-analytic method, employee boundary spanning behavior had significant relationships with job satisfaction and organizational commitment ($\bar{\rho }$ between 0.34 to 0.41) and performance outcomes ($\bar{\rho }$ between 0.19 to 0.31), as well as a small positive relationship with role stress ($\bar{\rho }$ = 0.14). It had no significant relationship with emotional exhaustion ($\bar{\rho }$= -0.10, 95% CI = [-0.25, 0.05]). Employees' boundary-spanning behavior has both benefits and costs.
Employee type (knowledge workers-non-knowledge workers), individualism-collectivism, and power distance moderated the relationships between employee's boundary-spanning behavior and its outcomes. The relationships between employee boundary-spanning behavior and performance and innovation were stronger for knowledge workers than for nonknowledge workers, but the relationships between employee boundary-spanning behavior and job satisfaction and role stress were stronger for nonknowledge workers than for knowledge workers. Collectivism positively moderated the relationship between employee boundary-spanning behavior and job satisfaction, performance, innovation. The relationships between employee boundary-spanning behavior and job satisfaction, performance, and role stress were stronger for high power distance regions than low power distance regions. Additionally, a meta mediation analysis was conducted to examine whether work attitudes partially mediated the relationship of employee boundary-spanning behavior with work outcomes. The results revealed that employee boundary-spanning behavior had indirect impacts on performance and innovation, while having suppressing effects on stress and exhaustion. We discuss the important implications for future research and organizational practices.

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

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