Task interdependence and extrarole behavior: A test of the mediating effects of felt responsibility.

Abstract

A model hypothesizing that task interdependence affects supervisor-reported extrarole behavior indirectly through employee felt responsibility was tested in this study. The model was supported by path analysis in a sample of 290 health-care and administrative employees in two hospitals. The results (a) demonstrate the importance of asymmetric felt responsibility to extrarole behavior and (b) show the need to include mediating psychological states when testing the effects of workplace structures on extrarole behaviors. New scales for measured employee-perceived task interdependence are introduced.

Joint Impact of Interdependence and Group Diversity on Innovation

“…It results from the work that organizations divide among work teams, that is further divided among individuals occupying different jobs or roles within their teams. As Brass (1985) and Pearce and Gregersen (1991) have pointed out, this division of labor results in different patterns of task interdependence among individual group members occupying different jobs and performing differentiated tasks. Thus, although the degree of perceived task interdependence of individuals within a work group may sometimes be similar, normally it will vary a great deal (Van der Vegt et al, 2000.…”

Understanding knowledge management system usage antecedents: An integration of social cognitive theory and task technology fit

“…The questions for measuring task tacitness were adopted from Kankanhalli, Tan and Wei [46] and reflect the three key dimensions of codifiability, observability, and complexity of task knowledge. Five items for measuring task interdependence were based on its definition and were adopted from Pearce and Gregersen's study [62]. Items for measuring KMS characteristics were also based on their definition and were modified from Gold et al's study [31].…”

“…Task interdependence refers to the degree to which individuals perceive that they interact with and depend upon others to accomplish their work [62]. People whose task and performance are highly interdependent with other members' are likely to share their information, knowledge or materials in order to better coordinate activities and work flow with others [22,73,75].…”

Desenvolvimento e validação da escala de civismo nas organizações

“…Porém, a compreensão do construto foi diversificada e vários termos foram empregados para definir os novos conceitos: comportamentos pró-sociais (George, 1991); comportamentos de espontaneidade (George & Brief, 1992); comportamentos extrapapel (Pearce & Gregersen, 1991) e, cidadania organizacional (Smith et al, 1983). Outro construto que merece atenção é o de comprometimento organizacional que também será apresentado.…”

“…Com base nos instrumentos desenvolvidos por O'Reilly e Chatman (1986), Smith et al (1983) e Scholl (1979; citado por Pearce & Gregersen, 1991), os autores desenvolveram itens de auto-avaliação que foram submetidos à análise dos componentes principais. O resultado indicou um único fator que explicava 57% da variância, com um alfa de Cronbach de 0,92.…”