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To experimentally determine how the interaction of an interdependent work environment and employee personality affect organizational citizenship behavior (OCB).

Structural interdependence, as defined by levels of task and goal interdependence, was manipulated in a laboratory setting to determine the effect on individual level OCB. Also, a regression analysis was utilized to determine whether interdependence could act as a moderator for the relationship between the personality variables agreeableness and OCB and conscientiousness and OCB.

Person‐environment interaction would suggest that the independence and personality should interact to impact levels of OCB. The results indicate a strong main effect of task interdependence on OCB and also a main effect of goal interdependence on OCB. In addition, there was also an interaction effect of task and goal interdependence. The results failed to show, however, that interdependence could act as a moderator on the relationship between agreeableness and OCB and conscientiousness and OCB.

Provides further research on structural characteristics of task and goal interdependence and their relationship to OCB.

With a twofold aim, the purpose of this paper is to focus on the service climate, including its antecedents, consequences, and a moderator. First, it examines whether task‐ and goal‐interdependent configuration facilitates the level of service climate; second, it tests the strength of the moderating role of service climate between service climate levels and service behavior.

Among 54 nursing units at six hospitals, the data were collected using multiple methods (surveys, observations, administrative data).

Mixed‐linear model analyses indicated that the joint effects of task and goal interdependence related significantly to service climate level. Service climate strength moderated the relationship of service climate level to quality service behavior.

The research approach may diminish the generalizability of the research results. Further work should test the propositions in other research contexts.

Quality service behaviors and the service climate could be promoted through well‐designed task‐ and goal‐interdependence structures within units. Assimilating a service climate in units is not enough. To promote high quality service behaviors, managers must direct their efforts toward finding agreement among team members with regard with the importance of service in their unit.

The paper's findings offer empirical support to the persistent social interaction explanation of climate formation and point to the important role of interdependence for creating and maintaining service climate levels and promoting service behaviors in units.

This research investigates subgroup formation as an important mediator in the goal interdependence-intragroup conflict linkage. Specifically, it proposes that subgroup formation will mediate the relationship between cooperative goal interdependence and intragroup conflict, but not for competitive goal interdependence and intragroup conflict. Further, competitive goal interdependence is posited to have direct, positive effects on intragroup conflict. Using structural equation modeling analyses with 79 student project teams, the findings revealed that subgroup formation fully mediated the relationship between cooperative goal interdependence and task and process conflict, but only partially mediated the relationship between cooperative goal interdependence and relationship conflict. As predicted, subgroup formation did not mediate the relationship between competitive goal interdependence and intragroup conflict; however, competitive goal interdependence was negatively, rather than positively, related to intragroup conflict.

The purpose of this paper is to investigate the link between perceived subordinate performance and abusive supervision. From the perspective of moral exclusion theory, the authors examine cooperative goal interdependence and competitive goal interdependence as key boundary conditions to hypothesize and demonstrate the direct negative relationship between low-performing subordinates and abusive supervision. Within the moral exclusion framework, supervisors may strategically abuse low performers when cooperative goal interdependence is high, or competitive goal interdependence is low. Moreover, this study explores the impact of abusive supervision on subordinate’s objective performance.

This research employs two independent studies to examine the antecedents and consequences of abusive supervision based on respondents from a Fortune 500 company located in Anhui province of People’s Republic of China (PRC). Study 1 uses a time lagged, single source survey while Study 2 employs multi-source, multi-wave data. The results support the integrated model.

Across the two studies, the results showed that the direct negative relationship between perceived subordinate performance and abusive supervision was found to be stronger when cooperative goal interdependence was high and when competitive goal interdependence was low. Study 2 also revealed the negative impact of abusive supervision on subordinate’s objective performance and that the conditional indirect effect of subordinate’s perceived performance on objective performance via abusive supervision was contingent on the extent of cooperative and competitive goal interdependence.

The results clearly demonstrate that supervisors are likely to turn to abusive supervision in response to poor performing subordinates but that the tendency to use abuse as an instrumental strategy for improving subordinate performance is dependent on the nature of goal interdependence between the supervisor and subordinates’ goals. The research also shows that although supervisors may turn to abusive supervision under certain goal interdependence conditions, it is not an effective strategy for actually improving subordinate objective performance. In fact, it has the opposite effect.

To evaluate a proposed prescriptive model for the design of effective combinations of performance goals and pay‐for‐performance plans for the performance management of teams.

The idea underlying the model – in which task, goal, and reward interdependence and their fit play a dominant role – is that a pay‐for‐performance plan should support the team goals and the goals of individual team members as well as support the way in which team members need to cooperate. To obtain a first notion on the model's validity, it was applied to evaluate a pay‐for‐performance plan for management teams at a large IT company. This evaluation consisted of an in‐depth study of three management teams, using a case study methodology.

Combinations of fit among type of team, performance goals, and pay‐for‐performance plan (established by a fit between the interdependence constructs and/or by an overlap in the content of the goal and pay indicators) are more effective than combinations of misfit.

The case study was limited to intra‐team interdependence relationships and did allow for a analysis of the separate effects of a fit between the interdependence constructs versus content fit.

This study shows that pay‐for‐performance plans should not be designed in isolation, but rather in alignment with performance goals and existing task interdependencies.

This is the first study to investigate the three inter‐dependence constructs in conjunction in a field setting.

Rapidly changing technological and marketing environments challenge the survival of business organizations. Developing dynamic capability is critical in helping companies respond to today's turbulent environments. Thus, fruitful studies on the antecedents of dynamic capability have been conducted. However, in the context of the supply chain, little is known about the factors that can be harmful to dynamic capability. Drawing on the theory of cooperation and competition, the first purpose of this study is to examine the relationship between independent goal interdependence with suppliers and dynamic capability by focusing on the mediating role of supplier integration. Combining the information processing theory and transaction cost economics with the theory of cooperation and competition, the second purpose of this study is to discuss and test the moderating role of internal integration.

Using a carefully designed questionnaire, a large-scale survey was employed to collect data in China. The senior manager (e.g. president, vice president, chief executive officer [CEO], executive or purchasing manager) of each company was asked to participate in our survey. The final valid sample in our survey consisted of 233 companies. Hierarchical multiple regression statistical analysis and bias-corrected bootstrapping methods were applied to test the correlation, mediation, moderation and moderated mediation relationships between variables.

The authors found that independent goal interdependence negatively influences dynamic capability through frustrating supplier integration. In addition, the moderated mediation model analysis shows that internal integration weakens the positive direct effect of supplier integration on dynamic capability while neutralizing the negative indirect effect of independent goal interdependence on dynamic capability. The theoretical and managerial implications of these results are discussed.

First, starting from the goal interdependence and supply chain management perspectives, this research not only is consistent with remote theoretical research that explains why interdependence among organizations influences the capability to enhance competitive advantage but also incorporates relevant internal and external factors that influence dynamic capability. Second, by proposing an innovative boundary factor – internal integration – this study also contributes to adjusting the predictions of the theory of cooperation and competition. Third, focusing specifically on the negative antecedent of dynamic capability can provide a better understanding of the antecedents that cause companies to have weakened dynamic capability.

This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships.

Two independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379).

The authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively.

This study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.

The existing research rarely explains the value of authoritarian leadership in small- and medium-sized enterprises (SMEs). The purpose of this study is to explore how authoritarian leadership facilitates employee followership behaviors of the SMEs in China by considering the moderating effects of cooperative goal interdependence and leader behavioral integrity.

This research tested hypotheses with a two-wave survey from a sample of 258 respondents from SMEs in China. Hypotheses are tested using hierarchical regression analyses.

Findings of the study have indicated the instrumental function of authoritarian leadership in facilitating employee followership behavior in SMEs. In particular, this study shows that the influence of authoritarian leadership on followership behavior was positively related when employees have high cooperative goal interdependence with authoritarian leaders, and when employees perceive a leader's high behavioral integrity.

The study will help SMEs to understand that authoritarian leadership should seek optimal levels of cooperative goals with employees and integrate achievement goals into their career development strategy to enhance their followership behavior. In addition, authoritarian leadership should strive to take actions consistent with their words to guarantee the relationship between achieving goals and sharing mutual goals with employees.

The study contributes to the literature by addressing an important yet under-researched area, i.e. the effectiveness of authoritarian leadership in SMEs. Authoritarian leadership, a demanding and controlling leadership style, is often criticized by scholars. This study elaborates on a three-way interaction implied by self-determination theory in predicting followership behavior. It specifies the different roles of two situational factors (cooperative goal interdependence and leader behavior integrity) in affecting employees' followership behavior.

Based on achievement motivation theory and two-factor theory, this research aimed to synergize cooperative goal interdependence (refer to possessing incentive factors) and illegitimate tasks (refer to the absence of security factors) and build a triple interaction model in the process of performance pressure affecting employees’ thriving at work.

This research collected 291 valid data through a two-point time-lagged method to test the direct effect of performance pressure on employees’ thriving at work and its moderating mechanism.

Performance pressure has a significant positive effect on employees’ thriving at work. Cooperative goal interdependence imposes an enhanced moderating effect between performance pressure and employees’ thriving at work. Illegitimate task imposes an interfering moderating effect between performance pressure and employees’ thriving at work and further interferes the enhanced moderating effect of cooperative goal interdependence.

Under the premise of advocating for employees to internalize performance pressure originating from the organizational performance management system into their own achievement motivation, leaders should establish incentive systems and security systems for employees to realize self-achievement through the process of goal management and task management.

This research confirmed the joint determination of incentive effect and insecurity effect on employees’ achievement motivation by cooperative goal interdependence and illegitimate task and revealed the boundary conditions of employees’ choice of thriving at work.

The purpose of this study is to investigate the phenomenon of knowledge transfer between employees and coworkers. That is, when and why employees engage in knowledge seeking or knowledge sabotage when confronted with coworkers with higher relative overqualification.

This study collected survey data from 315 employee-coworker pairs in East China at three-time points.

The results showed that when the cooperative goal interdependence between employee and coworker is high, the perception of coworker’s relative overqualification will cause benign envy of employees, which in turn promote employees to engage in knowledge seeking from coworker. However, when the competitive goal interdependence between employee and coworker is high, the perception of coworker’s relative overqualification will cause malicious envy of employees, which in turn promote employees to engage in knowledge sabotage toward coworker.

This research not only expands the theoretical perspective and outcomes of relative overqualification but also enriches the mechanism of knowledge seeking and knowledge sabotage. Meanwhile, this study also provides practical guidance for enterprises to reduce knowledge sabotage.