How and when is boundary-spanning behaviour related to innovative behaviour: role of intrinsic motivation and organisational support

Purpose This study aimed to investigate the underlying boundary conditions under which boundary-spanning behaviour has a positive or negative effect on innovative behaviour. Design/methodology/approach A multi-wave and multi-source research design was adopted to collect data. Data were analysed using the multilevel structural equation modelling and latent moderated structural equation approach. Findings The results showed that boundary-spanning behaviour was significantly and negatively associated with employees' innovative behaviour via ego depletion when employees' intrinsic motivation or organisational support was low. Additionally, boundary-spanning behaviour was significantly and positively associated with employees' innovative behaviour via ego depletion when employees' intrinsic motivation or organisational support was high. Originality/value This research suggests that the consequences of boundary-spanning behaviour are conditional, explaining the contrasting conclusions in this regard.