Human Relations

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Register here to gain access to SAGE's 500+ Journals Online

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in ISI Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via ISI Web of Science (24)
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Liden, R. C.
Right arrow Articles by Bradway, L. K.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
Human Relations, Vol. 50, No. 2, 169-181 (1997)
DOI: 10.1177/001872679705000204

Task Interdependence as a Moderator of the Relation Between Group Control and Performance

Robert C. Liden

Department of Management, MC 240, University of Illinois at Chicago, 601 S. Morgan, Chicago, Illinois 60607-7122

Sandy J. Wayne

Department of Management, MC 240, University of Illinois at Chicago, 601 S. Morgan, Chicago, Illinois 60607-7122

Lisa K. Bradway

Department of Management, MC 240, University of Illinois at Chicago, 601 S. Morgan, Chicago, Illinois 60607-7122

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.

Key Words: self-managing teams • team control • self-regulating teams • empowerment • task interdependence • performance


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?


This article has been cited by other articles:


Home page
 Journal of ManagementHome page
G. L. Stewart
A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance
Journal of Management, February 1, 2006; 32(1): 29 - 55.
[Abstract] [PDF]

Home page
 Organization ScienceHome page
R. Wageman and F. M. Gordon
As the Twig Is Bent: How Group Values Shape Emergent Task Interdependence in Groups
Organization Science, November 1, 2005; 16(6): 687 - 700.
[Abstract] [PDF]

Home page
 Human RelationsHome page
S. Procter and G. Currie
Target-based team working: Groups, work and interdependence in the UK civil service
Human Relations, December 1, 2004; 57(12): 1547 - 1572.
[Abstract] [PDF]

Home page
 Small Group ResearchHome page
E. Molleman, A. Nauta, and K. A. Jehn
Person-Job Fit Applied to Teamwork: A Multilevel Approach
Small Group Research, October 1, 2004; 35(5): 515 - 539.
[Abstract] [PDF]

Home page
 Journal of ManagementHome page
J. D. Shaw, M. K. Duffy, and E. M. Stark
Interdependence and Preference for Group Work: Main and Congruence Effects on the Satisfaction and Performance of Group Members
Journal of Management, April 1, 2000; 26(2): 259 - 279.
[Abstract] [PDF]