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Linking boundary spanning behavior to task performance The influence of group power distance

Linking boundary spanning behavior to task performance The influence of group power distance
Linking boundary spanning behavior to task performance The influence of group power distance
Driven by fierce global competition, flatter organizational structures, and the growing complexity of tasks, boundary spanning behavior is increasingly emphasized theoretically and practically, especially for externally dependent work teams. The current study aims at answering the questions of whether, when, and how an individual’s boundary spanning behavior impacts his or her task performance within the team. We surveyed 272 employees from 57 new product development teams in China to explore boundary spanning behavior by individual team members. Results indicated that informal leader emergence mediated the relationship between an individual’s boundary spanning behavior and his or her performance within a team. Moreover, cultural value at the team level plays important role in the above relationship. Group power distance positively moderated the association between boundary spanning behavior and informal leader emergence. An overall mediated moderation model of the interaction between boundary spanning behavior and group power distance on task performance via informal leadership emergence was confirmed. The implications of the research are discussed.
Academy of Management
Liu, Songbo
a1432811-b316-41bc-af60-98a9286f2938
Chen, Jianxun
02043c1d-4699-441b-80f8-dcaa35609035
Li, Yuhui
edf41eed-42c8-40f3-971d-a2ba26ebcc61
Lin, Xiaoshuang
d0bbdbac-4a58-459a-9d2d-6c235788095a
Liu, Feng
86e3ada5-baee-4568-b662-d9ca16163ba4
Liu, Songbo
a1432811-b316-41bc-af60-98a9286f2938
Chen, Jianxun
02043c1d-4699-441b-80f8-dcaa35609035
Li, Yuhui
edf41eed-42c8-40f3-971d-a2ba26ebcc61
Lin, Xiaoshuang
d0bbdbac-4a58-459a-9d2d-6c235788095a
Liu, Feng
86e3ada5-baee-4568-b662-d9ca16163ba4

Liu, Songbo, Chen, Jianxun, Li, Yuhui, Lin, Xiaoshuang and Liu, Feng (2015) Linking boundary spanning behavior to task performance The influence of group power distance. In Academy of Management Proceedings. vol. 1, Academy of Management..

Record type: Conference or Workshop Item (Paper)

Abstract

Driven by fierce global competition, flatter organizational structures, and the growing complexity of tasks, boundary spanning behavior is increasingly emphasized theoretically and practically, especially for externally dependent work teams. The current study aims at answering the questions of whether, when, and how an individual’s boundary spanning behavior impacts his or her task performance within the team. We surveyed 272 employees from 57 new product development teams in China to explore boundary spanning behavior by individual team members. Results indicated that informal leader emergence mediated the relationship between an individual’s boundary spanning behavior and his or her performance within a team. Moreover, cultural value at the team level plays important role in the above relationship. Group power distance positively moderated the association between boundary spanning behavior and informal leader emergence. An overall mediated moderation model of the interaction between boundary spanning behavior and group power distance on task performance via informal leadership emergence was confirmed. The implications of the research are discussed.

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Published date: January 2015

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Local EPrints ID: 436720
URI: http://eprints.soton.ac.uk/id/eprint/436720
PURE UUID: 68d59691-f0db-43f7-b609-d1faace14b1b

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Date deposited: 03 Jan 2020 11:03
Last modified: 22 Feb 2024 18:29

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Contributors

Author: Songbo Liu
Author: Jianxun Chen
Author: Yuhui Li
Author: Xiaoshuang Lin
Author: Feng Liu

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