Abstract:     With the rapid development of science and technology, the industry boundary is increasingly blurred, the frequent occurrence of trade sanctions and the spread of global epidemics, the competitive environment becomes more and more volatile, uncertain, complex and ambiguous, that is VUCA in abbreviation. Enterprises must timely seize fleeting opportunities to ensure their survival and development. However, when the situation is difficult to predict, the change is difficult to grasp, the impact is difficult to recognize and the mode is lack of reference, the organizational innovation based on external resource acquisition, internal resource development and integration of internal and external resource has become a realistic choice for enterprises. However, the team is the basic unit for the normal operation of organization. Thus, team innovation is the top priority for the realization of organizational goals and the maintenance of its competitive advantage. Under the era of cross-border integration of mobile Internet, it is difficult for a team to cope with the environment only with its own resources, so it becomes key important for team innovation how to obtain external resources, develop internal resources and integrate internal and external resources. As we all know, team boundary-spanning behavior is a feasible choice for external acquisition, internal development and integration between internal and external team resources. Therefore, how to enhance team innovation through team boundary-spanning behavior has become an urgent problem in the field of practice and academic research. In the mobile Internet era of VUCA, knowledge is the core and key of organizational resources, while employees are the carrier of knowledge resources and the subject of integration and utilization of other resources. Human resource practice is the framework of organizational rules for ability promotion, motivation stimulation and opportunity provision. Therefore, it has become the focus of the industry and academia how to make full use of the role of human resource practice, enhance the cross-border ability of members, stimulate cross-border motivation and provide cross-border opportunities to realize team innovation. IS-HRP, came into being. However, most of the existing researches focus on specific human resource modules or some aspects of the modules, and have not yet formed a systematic human resource practice.The research shows that team boundary-spanning behavior is an important way for external acquisition, internal development and internal and external integration of team resources. It may be the intermediary bridge between IS-HRP and team innovation performance. Therefore, how to improve team innovation through boundary-spanning behavior now has become an urgent problem to be solved in industry practice and academic research. However, there are few researches on team boundary-spanning behavior to improve the external resource acquisition of team innovation, and the key antecedent of team boundary-spanning behavior management practice is even less.As we all know, the role of management practice depends on the influence of situational factors. Among various possible situational factors that affect team innovation performance, team leaders play an extremely important role. Inclusive leadership can accommodate and integrate different views, ideas, information and knowledge brought by team cross-border, so as to promote the relationship between team boundary-spanning behavior and team innovation performance. Most of the existing researches on inclusive leadership focus on its antecedent variables, but less on its moderating variables. Based on the above analysis, and according to the theory of resource dependence, this study aims to explore the impact mechanism and boundary conditions of IS-HRP on team innovation performance. Based on 312 samples of team leaders all over China and stepwise regression analysis, the empirical research founds the following. Firstly, IS-HRP is positively correlated with team innovation performance. Secondly, team boundary-spanning behavior mediates the impact of IS-HRP on team innovation performance. Thirdly, inclusive leadership positively regulates the relationship between IS-HRP and team innovation performance and that between team boundary-spanning behavior and team innovation performance. Finally, inclusive leadership regulates the indirect effect of IS-HRP on team innovation performance through team boundary-spanning behavior. The higher the level of inclusive leadership, the stronger its indirect effect. Thus, it provides the theoretical basis and decision-making reference for the management practice, leadership style and team behavior to improve team innovation performance.

Key words:  integrating-sharing human resource practice (IS-HRP), team boundary-spanning behavior, inclusive leadership, team innovation performance