Measures of Perrow 's Work Unit Technology: An Empirical Assessment and a New Scale.

Withey, Michael J.; Daft, Richard L.; Cooper, William H.

doi:10.2307/256134

Cited by 283 publications

(26 citation statements)

References 31 publications

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“…Studies have found, for example, that for a steeper hierarchy to regulate conflict and translate into high team performance, it matters whether a team functions in a stable or changing environment (e.g., He & Huang, 2011), whether a team's task is fairly routine or requires creativity (e.g., Burns & Stalker, 1961), and whether a team's task prescribes procedural independency or interdependency among the team members (e.g., Halevy et al, 2012;Ronay et al, 2012). According to Anderson and Brown (2010), many of these moderating factors can be clustered into one overarching contingency variable, namely the complexity of team tasks (i.e., the extent to which tasks are unpredictable, variable, and non-repetitive; Van de Ven et al, 1976;Withey et al, 1983). However, the precise relationships between hierarchy steepness, different types of conflict, and team performance under varying levels of task complexity still need to be investigated.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…First, we examine whether task complexity, a key task characteristic that refers to the degree to which a task is unpredictable, high in variability, and non-repetitive in nature ( Van de Ven, Delbecq, & Koenig, 1976;Withey, Daft, & Cooper, 1983), moderates the relationships between status hierarchy steepness and a number of important team outcomes. Our central prediction is that teams executing less complex tasks (i.e., tasks with clear standard operating procedures and straightforward solutions; Gladstein, 1984) will benefit more from a steeper status hierarchy than teams carrying out more complex tasks.…”

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confidence: 99%

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When and why hierarchy steepness is related to team performance

Cantimur

Rink²,

Vegt³

2016

European Journal of Work and Organizational Psychology

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This study develops and tests a contingency theory on the functions of status hierarchy steepness in teams. Findings from a field study among 438 employees working in 72 work teams across diverse business settings demonstrate that task complexity moderates the relationships between status hierarchy steepness, different types of team conflict, and team performance. Steeper status hierarchies were negatively related to both process and task conflict, and hence increased team performance in teams working on tasks with lower complexity but did not yield such clear conflict and performance effects in teams working on more complex tasks. By showing that various levels of task complexity determine whether status hierarchy steepness has a conflict-regulating function that drives team performance, this research generates valuable insights about the context dependency of team responses to status hierarchy steepness.

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Section: Theory and Hypothesesmentioning

confidence: 99%

mentioning

confidence: 99%

When and why hierarchy steepness is related to team performance

Cantimur

Rink²,

Vegt³

2016

European Journal of Work and Organizational Psychology

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“…Task routineness was measured using three items from Withey, Daft, and Cooper's (1983) scale. We adapted these items to a team setting.…”

Section: Procedures and Measuresmentioning

confidence: 99%

Collective Autonomy and Absenteeism Within Work Teams: A Team Motivation Approach

Rousseau

Aubé

2013

The Journal of Psychology

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This study investigates the role of collective autonomy in regard to team absenteeism by considering team potency as a motivational mediator and task routineness as a moderator. The sample consists of 90 work teams (327 members and 90 immediate superiors) drawn from a public safety organization. Results of structural equation modeling indicate that the relationships between collective autonomy and two indicators of team absenteeism (i.e., absence frequency and time lost) are mediated by team potency. Specifically, collective autonomy is positively related to team potency which in turn is negatively related to team absenteeism. Furthermore, results of hierarchical regression analyses show that task routineness moderates the relationships between collective autonomy and the two indicators of team absenteeism such that these relationships are stronger when the level of task routineness is low. On the whole, this study points out that collective autonomy may exercise a motivational effect on attendance at work within teams, but this effect is contingent on task routineness.

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“…The first questionnaire is distributed among the managers, supervisions and the HRMS staff in the selected plants. The second questionnaire is designed in accordance with the standard (for identifying the style of CT based on Perrow's format) by Withey et al (1983) that includes 10 items to be filled by CT specialists of the selected plants as people of knowledge who are aware of CT. This questionnaire has validity as well and is verified by confirmatory factor analysis.…”

Section: Data Collectionmentioning

confidence: 99%

The Effect of CT on HRMS: Case of Automobile Industry in Iran

Ansari¹,

Ali²,

Atafar³

et al. 2012

IJBM

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The objective of this article is to develop a model of core technology (CT) that would effect on one of the most important inter-organizational variables, the human resource management system (HRMS) in automobile industry in Iran. The statistical population consists of all automobile manufacturing plants in Iran and sample size is 4 plants. The data gathering tools consist of two questionnaires. 269 copies were distributed, only 78% responded that were analyzed in order to test the conceptual model. The structural equations modeling (SEM) and crossover regression analysis have been applied. The major question of this study referring to the effect of CT on HRMS with respect to SEM related indexes and crossover regression analysis had statistical significance when the proposed model evolved.

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Measures of Perrow 's Work Unit Technology: An Empirical Assessment and a New Scale.

Cited by 283 publications

References 31 publications

When and why hierarchy steepness is related to team performance

When and why hierarchy steepness is related to team performance

Collective Autonomy and Absenteeism Within Work Teams: A Team Motivation Approach

The Effect of CT on HRMS: Case of Automobile Industry in Iran

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