Abstract
The associations between task interdependence, outcome interdependence, and the effectiveness of team members were examined. The sample consisted of 181 employees at 10 engineering companies in The Netherlands. The participants evaluated their interdependence with 1 specific team member and rated the effectiveness of that relationship. The results showed that an increasing level of task interdependence did not enhance effectiveness by itself. Instead, increased task interdependence accompanied by decreasing levels of positive or increasing levels of negative outcome interdependence appeared to be related to reduced effectiveness.
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