Task Interdependence as a Moderator of the Relation Between Group Control and Performance
Bibliographic Data
| ID | 9890052 |
|---|---|
| Authors | Robert C Liden (0000-0001-6228-1328, University of Illinois Chicago, corresponding author), Stephen J Wayne (0000-0001-8997-7034, University of Illinois Chicago), Sandy J Wayne (University of Illinois Chicago), Lisa K Bradway (University of Illinois Chicago) |
| Year | 1997 |
| Volume | 50 |
| Issue | 2 |
| Pages | 169-181 |
| Publication date | 1997-02-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872679705000204 |
| OpenAlex | W2132542084 |
| Language | EN |
| Citations received | 16 |
| References cited | 37 |
Data were collected from the managers of 77 groups in a large service organization and a large manufacturing organization. The results revealed that the relation between group control over decision making and group performance became more positive with increased levels of task interdependence. The main implication of the findings is that increasing group control over decisions may result in high performance only for groups that are highly task interdependent. The performance of groups that are low in task interdependence may suffer when provided with group-level control of decisions
Business · Control (management · Data mining · Economics · Group (periodic table · Interdependence · Management · Moderation · Operations management · Relation (database · Service (business · Sociology · Task (project management · Task group · Computer Science · Conflict Management and Negotiation · Engineering · Innovation and Knowledge Management · Marketing · Psychology · Social Psychology · Team Dynamics and Performance
An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes.
A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance
The Hidden Cost of Empowerment
How to create team design in tourism and hospitality organizations
Why is Crafting the Job Associated with Less Prosocial Reactions and More Social Undermining? The Role of Feelings of Relative Deprivation and Zero-Sum Mindset
Human-robot collaboration and customer-directed spillover
A Mediating and Moderating Analysis of the Relationship Between Team Emotional Intelligence and Team Performance
The effects of coworkers' development idiosyncratic deals on employees' cooperation intention
Does it take two to tango? Combined effects of relational job crafting and job design on energy and performance
Fostering teachers' team learning
Working with robots makes service employees counterproductive? The role of moral disengagement and task interdependence
Target-based team working
Production Teamworking
Teamworking in its Context(s)
Workplace territorial behaviors and employee knowledge sharing
When a Team is More Like a Group
Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences
Motivation through the design of work
Self-Reports in Organizational Research
Organizational Choice (RLE
A Multimethod Examination of the Benefits and Detriments of Intragroup Conflict
An Experimental Approach to the Study of Autocracy and Democracy
Assessing the Effectiveness of Sociotechnical Interventions
Self-Leading Work Teams
Some Social and Psychological Consequences of the Longwall Method of Coal-Getting
The Design and Activation of Self-Regulating Work Groups
A Reexamination of Autonomy in Light of New Manufacturing Practices
The Effectiveness of Self-Managing Teams
Durability of organizational change
The experimental change of a major organizational variable
All Teams Are not Created Equal
| Unique citing works | 16 |
|---|---|
| Citations per year | 0,62 |
| Citation span | 2000 - 2026 (27) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 16 |