Research on the Mechanism of Leader’s Customer-Oriented Boundary-Spanning Behaviors on Employees’ Service Innovation
SONG Meng，ZHANG Anqi，TANG Le，YIN Kui，GAO Yuan
1. Beijing University of Technology, Beijing, China; 2. Capital University of Economics and Business, Beijing, China; 3. University of Science and Technology Beijing, Beijing, China
Abstract Based on social learning theory and trickle-down model, this study analyzes matching data collected from 264 front-line service employees at three time points and explores the trickle-down mechanism of leader’s customer-oriented boundary-spanning behavior (COBSB) on employee’s service innovation. The results show that leader’s COBSB has a trickle-down effect on employee’s service innovation through employee’s COBSB. Environmental uncertainty and boundary-spanning self-efficacy positively moderate the first half of the process, and positively moderate the mediating role of employee’s COBSB between leader’s COBSB and employee’s service innovation. Leader’s COBSB, environmental uncertainty and boundary-spanning self-efficacy have significant three-dimensional interactions on employee’s COBSB. Among them, under the condition of high environmental uncertainty and high employee’s boundary-spanning self-efficacy, employee has the strongest imitation effect on leader’s COBSB.
SONG Meng,ZHANG Anqi,TANG Le等. Research on the Mechanism of Leader’s Customer-Oriented Boundary-Spanning Behaviors on Employees’ Service Innovation[J]. Chinese Journal of Management, 2025, 22(5): 858-.
