Abstract
PurposeThis study aims to investigate the impact of team boundary-spanning behaviours (BSBs) on innovation performance at both individual and team levels. The study specifically focuses on the mediating effects of knowledge sharing and creative self-efficacy, as well as the boosting influence of perceived superior trust.Design/methodology/approachThis study employs a multi-level structural equation model to examine the data collected from 108 teams and 596 individuals. The aim is to investigate both the direct and indirect effects of BSBs on innovation.FindingsThe findings indicate that BSBs have a dual impact on innovation performance, both directly and indirectly through knowledge sharing and creative self-efficacy. Moreover, this impact is magnified by the perceived confidence from higher-ranking individuals.Practical implicationsThe study indicates that managers should cultivate boundary-spanning behaviours (BSBs) and create a trusting environment in order to promote innovation. Facilitating the dissemination of knowledge and enhancing one's belief in their ability to be creative are crucial tactics.Originality/valueThis study provides fresh perspectives on how the behaviours of a team impact the individual results of creativity, emphasising the crucial role of trust in amplifying the beneficial benefits of BSBs on innovation. This study enhances the existing knowledge in the field of organisational behaviour and innovation management by providing a comprehensive analysis of the specific ways in which BSBs influence innovation performance.
Published Version
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