Abstract
ABSTRACT The present study explores the antecedents of frontline employees’ boundary-spanning behaviors in the hospitality industry. Based on social exchange theory and role theory, a conceptual model was built to explore how three dimensions of perceived organizational support (perceived supervisory support, internal communication, and training) cultivate frontline employees’ boundary-spanning behaviors through job satisfaction and organizational commitment. Based on the analysis of 597 hospitality frontline employees in the United States, which were recruited through Amazon Mechanical Turk, this study shows the differential impacts of organizational support types on driving boundary spanning staff to effectively operate on the boundary. Theoretical and practical implications of the findings are articulated.
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
