Low Task Interdependence Research Articles

Effects of task interdependence and type of communication on performance in virtual teams

PurposeTo investigate the effects of within‐group task interdependence and the degree of communications synchrony on performance in virtual teams (VT).Design/methodology/approachA 2 × 2 factorial design of 240 participants in Spain, randomly assigned to 80 three‐person teams, was used. Teams worked virtually (not meeting face‐to‐face), performing a merit‐rating task in a laboratory setting.FindingsThe analyses revealed an interaction effect between task interdependence and synchrony of communication. High values of VT performance were found both under conditions of “low task interdependence” and “asynchrony of communication” and under conditions of “high task interdependence” and “synchrony of communication”. The results show that superior VT performance is contingent on the match between the nature of the task and the choice of communications modality.Research limitations/implicationsFirst, additional research will be needed to confirm and extend the findings in actual working environments. Second, a closer look is necessary at the different mediation processes employed by teams in situations where there is a better or worse fit between task characteristics and type of communication (e.g. team strategy).Practical implicationsThis study makes it clear that it is necessary to optimize and nurture one's investments in communication technologies, and calls for further consideration of the requirements for the design of technological solutions in accordance with task interdependence.Originality/valueThis work complements past research that has focused mainly on virtual teams using asynchronous technologies or comparing them with face‐to‐face teams.

Effects of Perceived Skill Dissimilarity and Task Interdependence on Helping in Work Teams

This study examined the effects of perceived skill dissimilarity and task interdependence on individual team members’ helping behavior in a panel study of senior business students enrolled in a management game. The students were randomly assigned to 20 teams and functioned as a firm’s top management group during a full-time 3-week period. Questionnaire data were collected after the 1st and 2nd week. Consistent with self-categorization theory, the analyses showed perceived skill dissimilarity to decrease both self-reported and peer-rated helping behavior under conditions of low task interdependence and to increase an individual’s helping behavior under conditions of high task interdependence.

Differential effects of strain on two forms of work performance: individual employee sales and creativity

AbstractIn this research, we develop and test a model of the links between psychological strain (subjective experiences of feeling conflict and tension) and work performance. Our model includes two types of strain (work strain and home strain) and two forms of work performance (quantity of individual sales performance and creativity). Thus we acknowledge the importance of work and non‐work sources of strain as well as the multidimensional nature of work performance. We test the proposed relationships with data collected over six months from a field sample of 195 hair salon stylists (personal service workers who interact directly with customers and provide services directly to individuals and not to other firms). Results demonstrate a positive relation between work strain and individual employee sales performance and a negative relation between home strain and employee creativity at work. Leader–member exchange moderated the effects of work strain and home strain on creativity. We discuss findings and implications, emphasizing multiple roles, the importance of differentiating types of strain, and the multidimensionality of work performance. We conclude by suggesting that strain may be particularly relevant to work performance of employees in jobs like those in our sample which are characterized by high social interdependence and low task interdependence. Copyright © 2001 John Wiley & Sons, Ltd.