Resource-based faultlines and creativity: employee boundary-spanning and team motivational climate

Purpose Drawing on conservation of resources (COR) theory, this study develops a theoretical model to explain how and under what conditions resource-based faultlines influence employee creativity, emphasizing the mediating role of employee boundary-spanning behavior and the moderating role of team motivational climate. Design/methodology/approach Data were gathered from 336 employees nested within 65 teams using a two-wave, multi-source research design. Multilevel modeling was employed to test the proposed theoretical framework. Findings Resource-based faultlines reduce employee boundary-spanning behavior, which in turn diminishes employee creativity. This indirect negative relationship is strengthened by team performance motivational climate but weakened by team mastery motivational climate. Originality/value This study advances prior research by shifting the focus from surface-level faultlines to resource-based faultlines and integrating COR theory to explain their cross-level effects on employee boundary-spanning behavior and creativity. It further distinguishes the moderating effects of performance versus mastery motivational climates, providing a more nuanced understanding of how team climate shapes behavioral and creative responses to resource asymmetries. The findings contribute to the team faultlines literature and offer practical guidance for enhancing employee creativity through team composition and climate management.