The Moderating Effect of the Boundary Spanning Role on Perceived Supervisory Support: A Meta-Analytic Review

Authors

Stefanie L. Boyer, Bryant University
Diane R. Edmondson, Middle Tennessee State University

Document Type

Article

Comments

Published by Elsevier in the Journal of Business Research, volume 66 issue 11, 2013. Bryant users may access this article here.

Keywords

Perceived Supervisory Support; Boundary Spanning Employees; Job Satisfaction; Organizational Commitment; Performance; Turnover Intentions

Publisher

Elsevier

Publication Source

Journal of Business Research

Abstract

This article is a meta-analytic study examining the moderating effect the boundary spanning role has on the relationship between perceived supervisory support (PSS) and other important constructs within the marketing domain, including: job satisfaction, organizational commitment, performance, and turnover intentions. There was a positive relationship between PSS and every construct except turnover intentions, which was negative. Along with this, three out of the four relationships were stronger for boundary spanners as compared to non-boundary spanners. Overall, managers aimed at meeting organizational objectives (e.g. performance; turnover) should provide supervisory support to boundary spanning employees.