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Online communities are increasingly important for organizations and marketers. However, the issue of how structural features of online communities affect consumers' behavioral engagement remains relatively unexplored. The purpose of this study is to examine how and why different types of interdependence within online communities (i.e. task/outcome interdependence) influence individual engagement in group activities, thereby providing insights regarding online community design.

Two surveys were conducted with two online groups in China. One is a task-interdependent group from Douban Forum, and the other is an outcome-interdependent group from Sina Forum. A total of 159 valid responses from the task-interdependent group and 162 valid responses from the outcome-interdependent group were received. We analyzed the data using multivariate regression with Smart PLS and SPSS.

The results reveal that both task and outcome interdependence are positively related to individual behavioral engagement in online group behavior, and collective efficacy mediates the aforementioned effects. In addition, task complexity moderates the relationship between task interdependence and individual behavioral engagement; communication within group moderates the relationship between outcome interdependence and behavioral engagement, and the effect is mediated by collective efficacy.

This study is the first to investigate the role of an important factor of group structure, namely, interdependence, in fueling individual behavioral engagement in online communities. The results shed light on companies' design strategies to develop and retain online community members and also provide important insights for researchers interested in social network marketing.

The aims of this paper are: to argue the role of Kelley's personal relationship theory (PRT) in explaining the maintenance and success of alliance outcomes; to argue the inclusion of communication between supply chain partners as a major component of relationship capital in addition to trust and commitment; to test the impact of interdependence between supply chain partners on strategic alliance outcomes; and to test the role of relationship capital as a mediating construct between interdependence.

A questionnaire was constructed and sent to 2,156 supply chain managers in Malaysia. The questionnaire captured three constructs: interdependence – task, goal and reward; relationship capital – trust, commitment, and communication; and strategic alliance outcomes – goal, value‐creation, and re‐evaluation. The companies were selected randomly from the Federation of Malaysian Manaufacturers (FMM) directory. Structural equation modeling (SEM) was used to test the hypotheses.

The major findings are: communication must be included as a major component of relationship capital in addition to trust and commitment; Kelley's PRT plays a prominent role in explaining the maintenance and success of strategic alliance outcomes; interdependence has a significant relationship with relationship capital; relationship capital has a significant relationship with strategic alliance outcomes; and relationship capital acts as a pure mediator between interdependence and strategic alliance outcomes.

This research contributes significantly to the theoretical and empirical developments that enrich the strategic alliance literature.

This study aims to unravel the role of teams’ job crafting in translating responsible leadership into their customer relationship performance.

The data were gathered from 87 managers and 608 employees from tour companies. The data analysis was performed via multilevel structural equation modeling.

The results demonstrated that crafting of team tasks played a mediating role for the link of responsible leadership to the team’s customer relationship performance. Task interdependence, outcome interdependence and their interaction attenuated the influence of responsible leadership on collective job crafting.

The results suggest that tourism managers can enhance customer relationship performance of their team through training and development of responsible leadership, encouraging team members’ crafting of team tasks, as well as enhancing outcome and task interdependence.

This research expands the literature by identifying how and when responsible leadership promotes team customer relationship performance in tourism companies.

This paper reviews the empirical research dealing with two types of intragroup interdependence at both the group and individual levels of analysis. Based on this review we identify directions for further research, including attention to levels‐of‐analysis issues, the effects of interdependence over time, and the development of prescriptive theory. The paper ends with the description of a theory‐based intervention framework, intended as a tool for choosing the appropriate intervention in work teams and for stimulating the development of such a prescriptive theory.

Collaboration in a public sector is a key to solving complex social problems. This research studies the mandated public sector collaboration in Malaysia. The purpose of this paper is to identify the success factors that are critical to effective collaboration outcomes.

The factors identified were transformational leadership, interdependence, and community. A questionnaire was constructed and distributed to 500 government officers involved in public sector collaboration in Malaysia. An integrated framework was developed and analyzed using a structural equation modeling approach.

The key findings of this study are transformational leadership that drives interdependence and collaboration outcomes and community that plays a critical role in influencing interdependence, and collaboration outcomes. The theoretical and practical implications of the findings have been discussed. The limitations of this research have been highlighted.

This study through the integrated model has identified the key success factors of public sector collaboration. The empirical results lend credibility to the governance of public sector collaboration.

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.

The use of teams has increased significantly over the past two decades, with recent estimates suggesting that between 50% and 90% of employees work in some kind of team. This chapter examines the implications of this trend for the literature on organizational justice – the study of fairness perceptions and effects in the workplace. In particular, we explore three specific research questions: (1) Will the justice effects observed in individual contexts generalize to team contexts and member-directed reactions? (2) Will the justice experienced by specific teammates have direct or interactive effects on members’ own reactions? (3) Will the justice experienced by the team as a whole impact reactions at the team level of analysis? Our review of almost 30 studies suggests that each question can be answered in the affirmative, illustrating that team contexts can magnify the importance of justice in organizations.

The purpose of this study is to address two gaps in the existing literature. The first is why some team members have peers depend on them for material, information, and support (referred to as initiated task interdependence) more so than do others, ceteris paribus. The second is the appropriateness of initiated interdependence given a team's composition.

In an ex post facto field study, task interdependence in 267 members of 18 intact teams were examined. The teams worked on complex and inherently interdependent tasks in a high‐technology manufacturing organization.

Whether team members perceived initiated task interdependence was explained by the degree to which members themselves depend on their peers (received interdependence), team members' belief in the value of teamwork, and team members' self‐efficacy for teamwork. As predicted, both collectivism and past job performance were associated with self‐efficacy for teamwork. The relationship between initiated interdependence and individual effectiveness was moderated by the team's collectivist orientation, such that team members were considered relatively effective by their peers when they were high in initiated task interdependence and when their team was composed of collectivists; or when they were low in initiated interdependence and when their team was composed of individualists.

Although a one‐factor test suggests that common method bias is not an overriding concern in interpreting our findings, the possibility of common method bias inflating the associates tested cannot be rules out. Also, we cannot say with certainty that exogenous variables “caused” changes in endogenous variables.

Study findings suggest ways to resolve a lack of task interdependence and the importance of team composition when considering peer performance ratings.

This paper offers a significant contribution to the literature on task interdependence and person‐group fit.

Hybrid and virtual work settings offer greater flexibility and autonomy, yet they also have the paradoxical effect of weakening the connection of employees to each other and their identification with the organization. The purpose of this article is to discuss how to manage this paradox effectively.

Leveraging structural adaptation theory, the authors discuss hybrid and virtual work as one of five dimensions of team interdependence that collectively determine the tightness of coupling between team members.

The authors propose that the introduction of virtual and hybrid work can lead to a lower sense of belonging and identification with the organization that would need to be counteracted by respective increases in team interdependence in one or several of the remaining dimensions of team interdependence.

The authors apply research on team interdependence to develop a series of practical interventions that can address the Great Resignation. These interventions seek to enhance employees' experiences of belongingness after the shift to virtual and hybrid work. In doing so, the authors provide a toolkit that organizations can leverage to improve their employees' experiences in a post-COVID-19 workplace.

Embracing big data has been at the forefront of research for project management. Although there is a consensus that the adoption of big data has significantly positive impact on project performance, far less is known about how this innovative information technology becomes an effective driver of construction project quality improvement. This study aims to better understand the mechanism and conditions under which big data can effectively improve project quality performance.

Adopting Chinese construction enterprises as samples, the theoretical framework proposed in this paper is verified by the empirical results of the two-level hierarchical linear model. The moderated mediation analysis is also conducted to test the hypotheses. Finally, the empirical findings are validated by a comparative case study.

The results show that big data facilitates the development of technology capability, which further produces remarkable quality performance. That is, a project team's technology capability acts as a mediator in the relationship between organizational adaptability of big data and predictive analytics and project quality performance. It is also observed that two types of project team interdependence (goal and task interdependence) positively moderate the mediation effect.

The questionnaire study from China only represents the relationship within a short time interval in the current context. Future studies should apply longitudinal designs to properly test the causality and use multiple data sources to ensure the validity and robustness of the conclusions.

The value of big data in terms of quality improvement could not be determined in a vacuum; it also depends on the internal capability development and elaborate design of project governance.

This study provides an extension of the existing big data studies and fuels the ongoing debate on its actual outcomes in project management. It not only clarifies the direct effect of big data on project quality improvement but also identifies the mechanism and conditions under which the adoption of big data can play an effective role.