Abstract
This paper attempts to develop a framework for defining the concept of interdependence theoretically and operationally. A distinction is being made between task, position-role, social and skill interdependence. The significance of these distinctions for outcome variables is discussed. Data descriptive of members of brokerage offices reveal weak or negligible intercorrelations among the modes of interdependence. Social interdependence appears to be the best predictor of organizational or group performance. The implications of the findings are discussed.
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