| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 705.59 KB | Adobe PDF |
Advisor(s)
Abstract(s)
Boundary-spanning behavior, which involves building relationships with external entities to achieve organizational goals, has been highlighted as a key mechanism for enhancing the inflow of external knowledge. While boundary-spanning can fuel creativity by providing employees with new resources, ideas, and inspiration, it also poses challenges, potentially depleting resources and inducing stress that hinders creativity. Drawing on Conservation of Resources (COR) Theory, this paper explores the dual impact of boundary-spanning on employee creativity—serving both as a facilitator and inhibitor. Through an experimental study (n = 299) and a field study (n = 331 employees, 49 supervisors), we examine how external engagement fosters or hampers creative thinking, focusing on the mechanisms of resource gain and resource drain. Our findings contribute to the understanding of how organizations can balance the demands of boundary-spanning to harness its creative potential while mitigating its negative consequences. This research provides actionable insights for businesses seeking to thrive in competitive, innovation-driven environments.
Description
Keywords
Boundary-spanning behavior Creativity Ego depletion Thriving at work