Effects of Interdependencies in Project Teams

Being Good Citizens: Understanding a Mediating Mechanism of Organizational Commitment and Social Network Ties in OCBs

“…Task interdependence itself is a structural feature of the relationships between organizational members and stems from tasks within the organization, whereas outcome interdependence represents the degree to which group members believe that their personal benefits and costs are crucial to the attainments of goals by other group members (van der Vegt et al, 1998). Interdependence exists when tasks or outcomes of individuals are affected by each other's actions (Van der Vegt et al, 1999), suggesting the importance of social network ties with one another. For example, engineers, designers, and programmers often rely on each other for the successful completion of their own individual goal ( Van der Vegt et al, 1999).…”

Joint Impact of Interdependence and Group Diversity on Innovation

“…Three items adapted from previous research tapped individual team members' perception of goal interdependence (Tjosvold, 1984;Van der Vegt, Emans & Van de Vliert, 1999). Respondents were asked to indicate to what extent each of the following statements described their relationship with the other team members: "Goal attainment for one team member facilitates goal attainment for the other team members"; "Gain for one team member means gain for the other team members"; "Success for one team member implies success for the other team members."…”

Informational injustice with respect to change and negative workplace emotions

“…For example, making rewards interdependent creates a feeling of shared ownership among employees and improves their interpersonal interactions, which in turn increases their consideration of each other's opinions on how the downturn of informational deficiencies can be countered (Van der Vegt et al, 1999). Overall, when these four organizational features are high, employees can cope better with the stress that emerges from incomplete information flows about organizational changes, and the accrual of negative emotions will be thwarted.…”

“…Second, reward interdependence refers to the extent to which employees' rewards depend on the performance of other organizational members (Wageman, 1995). It reflects the extent to which the work of employees is interconnected with that of their organizational peers, and particularly whether they derive personal benefits when others are successful in their work (Van der Vegt et al, 1999). As socialized individuals, employees' decisions on what actions to undertake are influenced by the implications of these actions on each other, so the interdependence of their rewards reflects that employees are 'in the same boat' and part of a broader collective (Lin, 2010).…”