| dc.description.abstract | As corporate organizations grow larger and the division of labor becomes more detailed, cross-functional projects arise. Project members receive two chains of command, they are vertical functional and horizontal cross-functional projects, and the overlap of job demands and resources is more obvious than that of non-project members. In this study, we used the job demands-resources model to discuss the impacts of job demands, job resources, and psychological capital on project members′ task performance and innovative behavior, which can be used as a reference for companies with cross-functional project organizations.
Research results show that (1) vertical job demands (time pressure, workload) will reduce employee task performance and innovative behavior through job burnout; (2) vertical job resources (rewards) will increase employee task performance and innovative behavior through job burnout; (3) horizontal job demands and job resources have no significant impact on employee task performance and innovative behavior through job burnout; (4) psychological capital directly enhances employee task performance and innovative behavior, rather than moderating impact of job burnout on effects of employee task performance and innovative behavior.
The results of this study show that the members′ psychological capital, vertical time pressure, vertical workload, and vertical rewards can affect the success of cross-departmental project teams. Horizontal project managers need to carefully select their project team members and coordinate the job resources and job demands from vertical department heads, which is the best way to improve task performance and innovative behavior. | en_US |