In the digital era, digitalization enhances enterprise efficiency, fosters social collaboration, and optimizes resource allocation. However, it also complicates systems, increasing their complexity and vulnerability. Consequently, it's crucial for businesses to develop employee resilience and cultivate 'anti-fragile' capabilities to address emerging challenges. Therefore, it is urgent for enterprises to cultivate employee resilience and build employees' 'anti-fragile' capabilities to cope with potential difficulties. However, most of the existing studies focus on the impact of the support of internal resources obtained by employees in the process of work on the employee resilience. Due to the non-linear characteristics of the digital age, it is difficult to rely only on internal resources to meet new challenges, and it is more important to pay attention to the acquisition and utilization of external resources with novelty and heterogeneity. Leader boundary-spanning behavior can not only obtain external resources, but also help employees filter out valuable and meaningful resources for work in the digital era of resource explosion, and deliver them in time after integration, which has been widely regarded as an effective way to manage resources obtained across organizational boundaries.
Drawing on the theory of resource conservation, this study constructs a double-mediation model of the influence of leader boundary-spanning behavior on employee resilience from the perspectives of "cognitive" and "capability", and discusses the moderating effect of digital level.
It validates a moderated dual-mediation model with 226 leader-employee dyadic data across three stages. The results show that leader boundary-spanning behavior can promote employee introspection and capability evolution, and thus enhance employees' resilience. Digital level promotes the positive effect of leader boundary-spanning behavior on employee introspection and capability evolution, and promotes the positive effect of leader boundary-spanning behavior on employee resilience through employee introspection and capability evolution.
The theoretical significance of this paper is as follows: First, following the theory of resource conservation, it tests the mechanism of the influence of leader boundary-spanning behavior on employee resilience, thus enriching the research results in the field of leader boundary-spanning behavior. Secondly, this paper delves into the process mechanism through which leaders' boundary - spanning behavior impacts employees' resilience, as examined from the perspective of resource utilization. Third, from the perspective of the enterprise environment, the understanding of the boundary conditions of leader boundary-spanning behavior is expanded. By unveiling the disparity in the effect of leader boundary-spanning behavior at different levels of digitization, it not only offers a novel perspective for relevant research but also broadens the theoretical research scope by taking the digitization level as a moderating variable.
This practical implications are three-fold. First of all, in the process of improving the employee resilience, leaders should not only focus on internal work, but also increase the interaction with external members, obtain and screen necessary resources, and pass them on to employees. At the same time, enterprises also need to pay attention to training and promoting boundary-spanning behaviors of leaders. Secondly, attention should be paid to the utilization of resources and giving full play to the role of external resources. Enterprises should establish and improve the resource sharing mechanism between leaders and employees, as well as among employees, and encourage employees to engage in self-learning and ability improvement based on available resources, so as to achieve a win-win situation of employees' personal growth and the organization's sustainable development. Finally, enterprises should adapt to the digital trend, make full use of the characteristics of rich resources and openness in the digital era, and help the sustainable development of enterprises; while it is necessary to deepen the integration of digital technology with enterprise production and operation activities during enterprise management and enhance the level of digital technology application and digital management.
[1] 林光明.BANI领导力[J].清华管理评论,2023,14(12):42-52.
[2] 李平,竺家哲.组织韧性:最新文献评述[J].外国经济与管理,2021,43(3):25-41.
[3] RABENU E, TZINER A. Employee resilience: a faceted analytical approach[J]. Industrial and Organizational Psychology, 2016, 9(2): 480-485.
[4] ATKINSON C L.Theme-based book review:boundary spanning[J].International Journal of Public Administration,2019, 42(12): 1068-1071.
[5] 宋萌,王震,张华磊.领导跨界行为影响团队创新的内在机制和边界条件:知识管理的视角[J].管理评论,2017,29(3):126-135.
[6] TAKANASHI C, LEE K J. Boundary spanning leadership, resource mobilisation, and performance of university-industry R&D projects: a study in a Japanese university[J]. Technology Analysis & Strategic Management, 2019, 31(2): 140-154.
[7] 诸彦含,赵玉兰,周意勇,等.组织中的韧性:基于心理路径和系统路径的保护性资源建构[J].心理科学进展,2019,27(2):357-369.
[8] HALBESLEBEN J R B, WHEELER A R. The relative roles of engagement and embeddedness in predicting job performance and intention to leave[J]. Work & Stress, 2008, 22(3): 242-256.
[9] NASWALL K, KUNTZ J, HODLIFFE M,et al.Employee resilience scale(EmpRes) measurement properties[J].Resilient Organizations Research Report,2015,4:1-4.
[10] HOBFOLL S E. Conservation of resource caravans and engaged settings[J]. Journal of Occupational and Organizational Psychology, 2011, 84(1): 116-122.
[11] BAYO-MORIONES A, BILLON M, LERA-LOPEZ F. Perceived performance effects of ICT in manufacturing SMEs[J]. Industrial Management & Data Systems,2013,113(1):117-135.
[12] LEE J, CHOI D, CHEONG M. Leader boundary-spanning behavior and employee voice behavior: the job demands-resources perspective[J]. Behavioral Sciences, 2023, 13(2): 146.
[13] WANG G, LIU X, LIU Y. Role overload, knowledge acquisition and job satisfaction: an ambidexterity perspective on boundary-spanning activities of IT employees[J]. The International Journal of Human Resource Management, 2019, 30(4): 728-757.
[14] SALEM M, VAN QUAQUEBEKE N, BESIOU M.How field office leaders drive learning and creativity in humanitarian aid: exploring the role of boundary-spanning leadership for expatriate and local aid worker collaboration[J]. Journal of Organizational Behavior,2018,39(5):594-611.
[15] WANG Z, LIU D, CAI S. Self-reflection and employee creativity: the mediating role of individual intellectual capital and the moderating role of concern for face[J]. Chinese Management Studies, 2019, 13(4): 895-917.
[16] 王宁,刘瑶瑶,刘伟,等.兼听则明:寻求反馈性质对员工越轨创新行为的影响——自我反思的中介作用与角色宽度自我效能的调节作用[J].科技进步与对策,2024,41(12):128-140.
[17] PARASKEVAS PETROU.When do daily unattained tasks boost job performance? the moderating role of employee reflexivity and mindfulness[J].The International Journal of Human Resource Management,2022,33(20): 4058-4079.
[18] 周婧然,陈景秋.团队自省:促进团队学习的反思过程[J].上海管理科学,2023,45(1):63-70.
[19] 梁阜,邱圆心,李琪.社会认同视角下群际领导对群体合作绩效的影响机理[J].中国人力资源开发,2022,39(4):68-82.
[20] ANSEEL F, LIEVENS F, SCHOLLAERT E. Reflection as a strategy to enhance task performance after feedback[J]. Organizational Behavior and Human Decision Processes, 2009, 110(1): 23-35.
[21] LAVIE D. Capability reconfiguration: an analysis of incumbent responses to technological change[J]. Academy of Management Review, 2006, 31(1): 153-174.
[22] HU P, HAO Y, WANG G. How does capability reconfiguration impact the innovation performance of Chinese manufacturing firms[J]. Frontiers in Psychology, 2022, 13: 966653.
[23] DUTTA S, NARASIMHAN O M, RAJIV S. Conceptualizing and measuring capabilities: methodology and empirical application[J]. Strategic Management Journal, 2005, 26(3): 277-285.
[24] NASIRI M, UKKO J, SAUNILA M, et al. Managing the digital supply chain: the role of smart technologies[J]. Technovation, 2020, 96-97(prepublish): 102121.
[25] 邢赛鹏,赵琛徽,汤一鹏,等.数字化背景下团队领导授权赋能对员工创造力的跨层次影响机制[J].管理学报,2023,20(10):1477-1485.
[26] 戚聿东,蔡呈伟.数字化对制造业企业绩效的多重影响及其机理研究[J].学习与探索,2020,42(7):108-119.
[27] 刘玉斌,王丹婵.数字化对制造业企业绿色转型的影响机制研究[J].山西大学学报(哲学社会科学版),2023,46(6):138-148.
[28] AUTIO E, NAMBISAN S, THOMAS L D W, et al. Digital affordances, spatial affordances, and the genesis of entrepreneurial ecosystems[J]. Strategic Entrepreneurship Journal, 2018, 12(1): 72-95.
[29] EDMONDSON A C, HARVEY J F. Cross-boundary teaming for innovation: integrating research on teams and knowledge in organizations[J]. Human Resource Management Review, 2018, 28(4): 347-360.
[30] JENNIFER A MARRONE, PAUL E TESLUK, JAY B CARSON. A multilevel investigation of antecedents and consequences of team member boundary-spanning behavior[J]. Academy of Management Journal,2007, 50(6):1423-1439.
[31] ELLER R, ALFORD P, KALLMUNZER A, et al. Antecedents, consequences, and challenges of small and medium-sized enterprise digitalization[J]. Journal of Business Research, 2020, 112(C): 119-127.
[32] CARTER S M, WEST M A. Reflexivity, effectiveness, and mental health in BBC-TV production teams[J]. Small Group Research, 1998, 29(5): 583-601.
[33] LUTHANS F, AVOLIO B J, AVEY J B, et al. Positive psychological capital: measurement and relationship with performance and satisfaction[J]. Personnel Psychology, 2007, 60(3): 541-572.
WeChat Service Account
WeChat Official Account
WeCom Customer Service