Managing the Trade-Off between Delegation and Task Interdependence in Creative Teams: The Role of Personnel and Cultural Controls

Grabner, Isabella; Klein, Aleksandra; Speckbacher, Gerhard

doi:10.2139/ssrn.3021708

Cited by 3 publications

(2 citation statements)

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“…In a high level of interdependence, individuals are required to connect and cooperate with workmates to regulate their thoughts and actions, and to make decisions regarding work problems (Langfred & Moye, 2004; Sonnentag, 2017). Related research studies have cautioned that as task interdependence increases, the necessity for communication, collaboration, and cooperation also increases (Grabner et al, 2017; Kiggundu, 1983; Staples & Webster, 2008; Wageman & Baker, 1997).…”

Section: Theoretical Background and Literature Reviewmentioning

confidence: 99%

Enhancing Employee Agility Through Information Technology Competency: An Empirical Study of China

et al. 2021

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This study investigated how employees’ information technology (IT) competency is associated with employee agility via perceived task structure. Most scholar’s emphasis is on the impact of IT competency on individual work performance; however, it seems as if no attention has been given to explore the relationship between IT competency on employee’s agility through perceived task structure. This research offers and tests a new comprehensive model that links the individual’s IT competency with perceived task structure and employee agility. Data were gathered from 167 representatives who used various IT applications for daily work routines in the organization. Findings showed that IT competency is positively related to task interdependence and autonomy. Task autonomy also has significant effect on employee agility; however, task interdependence has shown insignificant effect on employee agility. Furthermore, work expertise positively moderates the relationship between IT competency and perceived task structure. Theoretical and managerial implications of study are also discussed in the last section.

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Section: Theoretical Background and Literature Reviewmentioning

confidence: 99%

Enhancing Employee Agility Through Information Technology Competency: An Empirical Study of China

et al. 2021

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“…Starting with Kachelmeier et al's (2008) seminal study, a research stream has evolved in management accounting which analyzes the effects of performance evaluation and linked rewards on creativity (Brüggen et al, 2017;Chen et al, 2012;Grabner, 2014;Grabner et al, 2020;Grabner and Speckbacher, 2016;Kachelmeier et al, 2008;Kachelmeier et al, 2018;Kachelmeier and Williamson, 2010;Klein and Speckbacher, 2020;Speckbacher, 2017;Speckbacher and Wabnegg, 2020).…”

Section: Research In Management Accountingmentioning

confidence: 99%

Does performance evaluation kill creativity? A(re) interpretation of existing literature

Speckbacher

2021

PAR

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Purpose Enabling employee creativity and channeling the creativity of employees toward process and product innovations is a starting point of value creation processes and strategy maps. The dominant view in early creativity research seemed to be that creativity and control are inconsistent. More recently, a number of studies have come to acknowledge that performance evaluations (and rewards linked to such evaluations) may well have positive effects on creativity. This paper aims to review existing results on the effects of performance evaluations on creativity from the perspectives of different research streams. Design/methodology/approach This paper analyzes a stream of research in social psychology which has promoted the notion of an overall negative effect of performance evaluations on creativity. The (reinterpreted) results from this research stream are contrasted with findings from the behaviorist perspective and with research in management accounting. Findings The review of the different research traditions in the analysis of the effects of performance evaluations on creativity indicates that the seemingly contradictory empirical results can be explained by the different settings used and by the different ways how performance evaluations and linked rewards are conceptualized. Originality/value The paper clarifies that, in contrast to common beliefs, performance evaluations and linked incentives do not kill creativity in general. Performance evaluations and incentives can support creativity and innovation if they are transparent about what kind of creativity is desired and how such creativity is measured and rewarded. Moreover, incentives can effectively support behaviors that are known to be important within creativity and innovation processes.

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Perceptions of Task Interdependence in Software Development: An Industrial Case Study

Souza

Silva

Seaman³

2023

2023 IEEE/ACM 16th International Conference on Cooperative and Human Aspects of Software Engineering (CHASE)

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Managing the Trade-Off between Delegation and Task Interdependence in Creative Teams: The Role of Personnel and Cultural Controls

Cited by 3 publications

References 76 publications

Enhancing Employee Agility Through Information Technology Competency: An Empirical Study of China

Enhancing Employee Agility Through Information Technology Competency: An Empirical Study of China

Does performance evaluation kill creativity? A(re) interpretation of existing literature

Perceptions of Task Interdependence in Software Development: An Industrial Case Study

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