With the rapid development of multiple team membership (MTM), employees are increasingly required to participate in multiple project teams simultaneously. Drawing on the Job Demands-Resources (JD-R) theory, this study conceptualizes MTM as a significant form of job demand and develops a theoretical model to examine whether it enhances engagement at work or leads to exhaustion. Using archival and survey data from 310 employees in a software development company, this study reveals that heterogeneity in experience strengthens the relationship between MTM and perceived skill variety and the positive indirect effect of MTM on challenge-seeking engagement via perceived skill variety. Conversely, heterogeneity in experience weakens the relationship between MTM and detachment difficulty, as well as the negative indirect effect of MTM on work depletion via detachment difficulty. Furthermore, by analyzing actual turnover records matched after a 10-month interval, the study uncovers a marginally significant negative correlation between challenge-seeking engagement and turnover and a significant positive correlation between work depletion and turnover. Based on these findings, we further discuss the theoretical and practical implications of this research.
