Search results

21 – 30 of over 13000
Article
Publication date: 29 April 2021

Chenghao Men, Lei Yue, Huo Weiwei, Bing Liu and Guangwei Li

Drawing on theories of social information processing and social identity, the authors explore how abusive supervision climate affects team creativity in a Chinese cultural…

Abstract

Purpose

Drawing on theories of social information processing and social identity, the authors explore how abusive supervision climate affects team creativity in a Chinese cultural context. The authors propose that this relation will be mediated by collective efficacy and group identification and moderated by task interdependence

Design/methodology/approach

The study conducted a confirmatory factor analysis and hierarchical regression to analyze the paired data from 67 research and development (R&D) teams involving 378 employees and employers in a Chinese cultural context.

Findings

Results demonstrate that abusive supervision climate was negatively related to team creativity, fully mediated by collective efficacy and group identification in a Chinese cultural context. In addition, task interdependence strengthened the positive relation between collective efficacy and team creativity, as well the positive relation between group identification and team creativity.

Originality/value

Although research has explored how abusive supervision climate influences individual creativity, few studies have investigated the relation between abusive supervision climate and team creativity in a Chinese cultural context. This study is one of the first to explore how abusive supervision climate affects team creativity in a Chinese cultural context and examine the moderating role of task interdependence in the relation between abusive supervision climate and team creativity.

Details

European Journal of Innovation Management, vol. 25 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 14 September 2020

Lifan Chen, Bowen Zheng, Hefu Liu and Manting Deng

Despite the growing use of social media in many organizations, managers face the challenges of how to effectively manage social media usage (SMU) in the workplace to ensure…

1496

Abstract

Purpose

Despite the growing use of social media in many organizations, managers face the challenges of how to effectively manage social media usage (SMU) in the workplace to ensure employee creativity. This study combined task-technology fit theory and the interactional perspective of employee creativity to understand the three-way interaction of SMU, perceived task interdependence, and perceived participative leadership on employee creativity.

Design/methodology/approach

A questionnaire survey was designed to test our hypotheses. The sample consisted of employees who use social media in the workplace. A total of 402 valid questionnaires were used for the hierarchical regression analysis.

Findings

SMU had the strongest positive relationship with creativity when perceived task interdependence and perceived participative leadership were high. However, we did not find two-way interaction effects of SMU and perceived task interdependence on employee creativity.

Originality/value

Our findings are aligned with the emergent view that the benefits of SMU can be better realized when it coexists with a set of complementary team contextual factors. The current study helps extend the contingency perspective and related studies in social media literature and employee creativity research.

Details

Internet Research, vol. 31 no. 2
Type: Research Article
ISSN: 1066-2243

Keywords

Article
Publication date: 17 April 2009

Alba N. Nuñez, Ronald E. Giachetti and Giacomo Boria

The purpose of this paper is to contribute to the understanding of coordination in business processes by quantifying how the coordination load is affected by changes in task

805

Abstract

Purpose

The purpose of this paper is to contribute to the understanding of coordination in business processes by quantifying how the coordination load is affected by changes in task structure and task characteristics.

Design/methodology/approach

A model is presented that quantifies the amount of coordination work as a function of the task characteristics analyzability and variability and the task structure factor of interdependence. To test the model, a management simulation game is used with a full factorial design of experiments. Two replications are conducted for each treatment. Validated questionnaires and time studies are used to obtain the data.

Findings

Analyses of the experimental results indicate that as task analyzability decreases and task interdependence increases then the coordination load increases. The increase in coordination load is greater for changes in task interdependence than for changes in task analyzability.

Practical implications

The experimental results indicate the time savings from doing tasks in parallel versus sequential are less than what would expected due to the increased interdependence between tasks and the resulting requirements for coordination. These results can be used to understand the trade‐offs of different process configurations, primarily how coordination load changes when a process is changed from sequential to parallel.

Originality/value

This research deviates from previous research in that the coordination load difference is measured when going from a sequential process to a parallel process. Most previous studies have shown differences but not the magnitude of the difference. Moreover, most previous studies have been at the organization level, while this research focuses on the business process level.

Details

Journal of Enterprise Information Management, vol. 22 no. 3
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 15 August 2023

Xiongliang Peng, Kun Yu, Yezi Kang, Kairui Zhang and Qishu Chen

The purpose of this study was to test the mediating effect of psychological entitlement in the relationship between perceived overqualification (POQ) and workplace ostracism. In…

Abstract

Purpose

The purpose of this study was to test the mediating effect of psychological entitlement in the relationship between perceived overqualification (POQ) and workplace ostracism. In addition, the authors posited that POQ would interact with task interdependence to influence psychological entitlement and indirectly affect workplace ostracism.

Design/methodology/approach

Using data collected in three waves from 450 workers in a state-owned enterprise, the authors tested the proposed moderated mediation model.

Findings

POQ increased workplace ostracism through the mediation of psychological entitlement. Moreover, task interdependence buffered the positive effect of POQ on psychological entitlement.

Practical implications

When recruiting, managers should be careful about hiring employees who are too above the job requirements to lessen employees' POQ and lower its negative impact. In addition, they could reduce the feeling of being ostracized for overqualified employees through increasing task interdependence.

Originality/value

Existing research on antecedents of workplace ostracism had mainly focused on the ostracizers, while largely ignoring the victims. Moreover, of the few studies on the victims of ostracism, most focused on inherent employee characteristics or external environmental factors, while little research attention has been given to employees' subjective perceptions. The present study is among the first to examine whether employees' POQ and individuals' self-perception that their skills, knowledge and abilities exceed the job requirements would lead to being ostracized and if so, how and when.

Details

Career Development International, vol. 28 no. 5
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 10 October 2018

Jingya You, Yongqiang Chen, Yuanyuan Hua and Wenqian Wang

This paper aims to explain how contractual complexity, including contractual control, coordination and adaptation, makes a difference to the task and relationship conflict, and…

Abstract

Purpose

This paper aims to explain how contractual complexity, including contractual control, coordination and adaptation, makes a difference to the task and relationship conflict, and then, to investigate the moderating roles played by both, total interdependence and interdependence asymmetry, in altering the association between the two types of conflicts.

Design/methodology/approach

This study obtained data through a questionnaire survey in the Chinese construction industry and the final sample consisted of 232 responses. The data were analysed using hierarchy analysis using SPSS.

Findings

The results are as follows: first, higher contractual control and coordination reduce the level of relationship conflicts, and higher contractual coordination also reduces the level of task conflicts; second, task conflict positively affects relationship conflict; third, task conflict mediates the relationship between contractual coordination and relationship conflict; and finally, when total interdependence is higher, task conflict induces more relationship conflict. On the contrary, high interdependence asymmetry weakens the positive relationship between task and relationship conflicts.

Practical implications

This study highlights the importance of contracts in conflict management. The findings can guide practitioners in drafting suitable contracts to deal with task and relationship conflicts more effectively.

Originality/value

This study differentiates the effects of distinct components of contracts on task and relationship conflicts, and then reveals the contingent effects of interdependence on the relationship between task and relationship conflicts in inter-organisational transactions.

Details

International Journal of Conflict Management, vol. 30 no. 1
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 1 January 2006

Harm van Vijfeijken, Ad Kleingeld, Harrie van Tuijl, Jen A. Algera and Henk Thierry

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.

6526

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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

Details

Personnel Review, vol. 35 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 February 2001

Kenneth D. Mackenzie

Just what is the core concept of organizations? The question is posed as “what is the organization of organizations?” The answer is interdependence. Beginning with the concept of…

3393

Abstract

Just what is the core concept of organizations? The question is posed as “what is the organization of organizations?” The answer is interdependence. Beginning with the concept of a process and its framework, the notion of an entity is extended to Processual Agents. A Processual Agent is anything that can effect a process. The discussion turns to potential, defined, and manageable interdependencies with examples of each. Many traditional management methods are viewed in terms of their effects in reducing potential interdependence in order to cut it down to manageable proportions. The discussion of Processual Agents is extended to organizations. This leads to a proposed structure for levels of interdependence and a summarizing principle called the cascade principle. Next the discussion turns to a new analysis of organizational change which examines the concepts of an organizational space and the summarizing conclusion called the cushioning principle. It is argued that the cascade and cushioning principles provide processes for maintaining and stabilizing organizations in the face of change. Examples are provided for the major concepts. The text is formalized in the form of ten axioms, twenty‐two propositions, and two summarizing principles.

Details

The International Journal of Organizational Analysis, vol. 9 no. 2
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 15 June 2010

M.P. Ganesh and Meenakshi Gupta

The purpose of this paper is to understand the impact of virtualness on extra‐role performance within software development teams and the moderating effect of task interdependence

2035

Abstract

Purpose

The purpose of this paper is to understand the impact of virtualness on extra‐role performance within software development teams and the moderating effect of task interdependence on this relationship.

Design/methodology/approach

Data were collected from 192 software professionals from 33 software development teams. Teams were taken as the unit of analysis. Extra‐role performance was measured using organizational citizenship behavior (OCB) scale and task interdependence within the team was measured by interdependence scale developed by Pearce and Gregersen. Virtualness was measured using an objective measure developed by the authors. Regression was used to study the moderation and main effects.

Findings

Virtualness negatively influenced overall extra‐role performance within the team. In terms of individual dimensions, virtualness had a negative influence on extra‐role performances directed towards team as an entity (civic virtue and generalized compliance) but it had no impact over extra‐role performances directed towards other team members (altruism and courtesy). Although task interdependence had a positive impact on OCBs, it did not moderate the relationship between virtualness and OCBs.

Practical implications

The findings will help teams understand the need to manage virtualness within the team in order to increase extra‐role performance among its members.

Originality/value

The authors have developed an objective method to compute virtualness within the team context. The moderating effect of task interdependence on the relationship between virtualness and extra‐role performance has been studied for the first time and is documented in this paper.

Details

Team Performance Management: An International Journal, vol. 16 no. 3/4
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 31 January 2018

Patrick S.W. Fong, Chenghao Men, Jinlian Luo and Ruiqian Jia

Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the…

3826

Abstract

Purpose

Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the relationship between knowledge hiding and team creativity.

Design/methodology/approach

The authors tested the hypotheses with a sample of 87 knowledge worker teams involving 393 employees and employers in China.

Findings

Knowledge hiding is negatively related to team creativity, fully mediated by absorptive capacity. In addition, the negative relationship between knowledge hiding and absorptive capacity would be weakened by task interdependence.

Practical implications

Team managers should take measures to avoid the development of knowledge hiding, which is indirectly related to team creativity via absorptive capacity within a team, and motivate team members to share more knowledge by training to improve their feelings of accountability, responsibility, and duty. In addition, managers can decrease knowledge hiding by strengthening within-team task interdependence.

Originality/value

This study is one of the first to investigate the relationship between knowledge hiding and team creativity and the moderating role of task interdependence in the relationship between knowledge hiding and absorptive capacity.

Details

Management Decision, vol. 56 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 17 January 2023

He Liu, Feng Xu and Chong Wu

As a typical creative behavior, creative process engagement (CPE) has received increased attention in recent years. Leadership behaviors such as leader–member exchange (LMX) and…

Abstract

Purpose

As a typical creative behavior, creative process engagement (CPE) has received increased attention in recent years. Leadership behaviors such as leader–member exchange (LMX) and leader creativity expectations (LCE) have been found as two key predictive factors of CPE. However, the mechanism underlying this relationship is not well understood. This study aims to clarify how LMX influences follower CPE by considering the interplay among LCE, decision autonomy and task interdependence from an interactionist perspective.

Design/methodology/approach

Using a sample of 371 leader–employee dyads from eight enterprises in mainland China, this study conducts a hierarchical regression analysis to test the hypotheses for the proposed model.

Findings

Results reveal that the significant two- and three-way interactions where LCE, decision autonomy and task interdependence moderate the relationship between LMX and follower CPE. The relationship between LMX and follower CPE is not significant as expected, but the moderating role of LCE is positive and significant, and the relationship is strongest when conducted with either low task interdependence or high decision autonomy.

Originality/value

Different from previous research that only investigated one certain leadership factor’ effect on employees' innovative behaviors, this study comprehensively considered the combined influence of two related but significantly different connotation leadership factors on follower CPE and found the contingency effect of LCE on the relationship between LMX and follower CPE. Furthermore, the authors found the regional effectiveness of the leadership factor. The effect of leadership factors on follower CPE varies under the influence of different job characteristics, and is conducive to enrich the interactionist view on follower CPE.

21 – 30 of over 13000