Boundaryless work has expanded employees’ opportunities to move across teams, tasks, locations, schedules, and work–nonwork domains, yet the behavioral consequences of such permeability remain conceptually dispersed. Existing research explains interruptions, role transitions, multiple-team membership, remote collaboration, and boundary management, but it does not provide an integrated account of when repeated crossings become discontinuity in organizational behavior. This Original Propositional Model Article develops the proposed Boundaryless-Work Fragmentation Model. The model distinguishes role multiplicity from switching exposure, identity change from identity-reconfiguration demand, and interruption frequency from the proposed higher-order construct of behavioral fragmentation. Behavioral fragmentation is defined as discontinuity in goal-directed behavior when transitions leave attention, action plans, relational obligations, or unfinished goal states insufficiently integrated with the currently enacted role or task. The model further proposes that fragmentation can increase continuity-reconstruction and coordination costs under conditions of interdependence, while autonomy, positive affect, enrichment, information access, and geographic flexibility may create countervailing resource pathways. Six conditional propositions are developed around transition density, reconfiguration demand, attention residue, unfinished-task carryover, coordination interdependence, and resource offsets. The framework does not assume that boundaryless work, identity switching, remote work, or role multiplicity is inherently harmful. Its relationships require construct validation, temporal testing, competing-mechanism assessment, and multilevel examination before causal or organizational prescriptions are warranted. The principal contribution is a testable process architecture for explaining when boundary permeability may become behavioral fragmentation rather than flexibility, enrichment, or effective adaptation.
