The "Double-edged Sword" Effect Of Employee Cross-border Behavior On Employee Innovation Performance

With the rapid iteration of social development,it is difficult for enterprises to achieve greater competitive advantages through innovation and upgrading solely based on their own resources.In this context,enterprises encourage employees to engage in cross-border behavior,gradually cross their own boundaries or industry boundaries,and through communication and cooperation with external parties,connect internal and external resources,obtain heterogeneous resources,and expand their cognitive and ability scope.The academic community and managers are increasingly concerned about the impact mechanism of employee cross-border behavior,but due to differences in research perspectives,the academic community’s research conclusions on the relationship between employee cross-border behavior and employee innovation performance are not consistent.Some scholars,from the perspective of resource management,understand employee cross-border behavior as an obstructive stressor that consumes employee innovation resources and has a negative impact on employee in novation performance.Other scholars,from the perspective of social exchange,understand employee cross-border behavior as improving employee innovation performance through knowledge sharing.Therefore,based on the theory of job requirements resources and the analysis of research results,this study constructs a parallel dual mediation model for employees’ cross-border behavior,which includes innovation efficacy(gain)and work burden(loss).At the same time,it introduces organizational innovation atmosphere and explores the moderating effect of organizational innovation atmosphere on the two paths from the perspective of organizational atmosphere,Verified that the organizational innovation atmosphere can effectively intervene in the impact process of employee cross-border behavior on employee innovation performance.The research results indicate that:1.Using qualitative research and interview methods,a scale of employee cross-border behavior was developed through a scientifically standardized program.The fitting results show that all indicators of the developed scale meet statistical standards,and their dimensions include:assisting in solving cross-border behavior,achieving goals cross-border behavior,optimizing effects cross-border behavior,and value enhancing cross-border behavior.2.Based on the work requirements resource theory,explore the "double-edged sword"impact mechanism and boundary conditions of employee cross-border behavior on employee innovation performance.The study collected sample data from 353 employees and conducted empirical analysis using software such as SPSS and AMOS.The research results are as follows:(1)Employee cross-border behavior promotes employee innovation performance through innovation efficacy.(2)Employee cross-border behavior suppresses employee innovation performance through workload.(3)Organizational innovation climate positively moderates the mesomeric effect of innovation efficacy between employees’ cross-border behavior and employees’ innovation performance.(4)The organizational innovation climate negatively moderates the mesomeric effect of work load between employees’ cross-border behavior and employees’ innovation performance.In summary,this article explores a new perspective of theoretical research based on job requirements resources,and introduces an organizational innovation atmosphere to verify the boundary conditions under which employee cross-border behavior affects employee innovation performance,providing an effective path for practical application.