Applying Attachment Theory to Explain Boundary-spanning Behavior: The Role of Organizational Support Climate

Boundary spanning has been proven to have positive implications for innovation performance; yet, some individuals are less boundary-spanning than others. Drawing on the attachment theory and organizational support theory, this study develops a multi-level theoretical model to investigate how individuals’ attachment insecurity influences boundary-spanning behavior through self-efficacy and the moderating role of organizational support climate. To validate the proposed model, we adopted a survey research, and collected data from NPD project teams in China. The results revealed that both insecure attachment styles were associated with lower levels of individual boundary-spanning behavior, and self-efficacy partially mediated these relationships. Moreover, organizational support climate played a moderating role in the relationship between attachment anxiety and boundary-spanning behavior. With a high level of support climate, the negative impact of attachment anxiety on boundary-spanning behavior was weakened. This elucidates the role of individual affective motivation and team shared perceptions in shaping individual externally focused behavior.