Role Of Interdependence Research Articles

It's not who you lose, it's who you are: Identity and symptom trajectory in prolonged grief.

The death of a loved one has been associated with a range of emotional and cognitive impacts, with up to 10% of the bereaved population experiencing a prolonged grief reaction. Direct investigation of the role of self-identity in the maintenance of grief symptoms is limited and has not discriminated between relationship type. This longitudinal study investigated the differences in grief symptoms over time depending on relationship to the deceased person (partner or adult child), as well as the association between long-term grief symptoms and identity, attachment, and cognitive interdependence. Data from bereaved partners and adult children in The Aarhus Bereavement Study at two- and 18-months post-bereavement were included in this study. They completed questionnaires measuring their grief symptoms at both time points, a measure of attachment at Time 1, and measures of the interdependence of their pre- and post-loss identity with the deceased, their cognitive interdependence, and everyday memory retrieval failures at Time 4. Compared with adult children, bereaved partners experienced more intense grief symptoms at both time points. Regression analysis identified that over and above immediate grief symptoms, key predictors of prolonged grief symptoms were a merged post-bereavement identity with the deceased, younger age, and everyday memory retrieval difficulties. Relationship type and pre-bereavement identity contributed to initial but not prolonged grief symptoms. We discuss these findings in terms of the role of interdependence in prolonged grief.

Impact of Knowledge Hiding on Project Success: The Moderating Role of Task Interdependence

For maintaining a competitive mindset in a company there are different kinds of tactics used for knowledge sharing in an organization but there is a new concept known as knowledge hiding and we would be discussing how knowledge hiding could be beneficial for an organization. For better understanding and results this study is also supported by questionnaire data. The sample size comprised 123 respondents. The results indicate that knowledge hiding is negatively linked with project success and results further confirm the moderating role of task interdependence between knowledge hiding and project success.

Performance implications of knowledge inputs in inter-organisational new product development projects: the moderating roles of technology interdependence

Successful inter-organisational new product development (NPD) is a key source of competitive advantage, yet many NPD projects are still failing. To generate new insights on the phenomenon, we examine the performance implications of knowledge inputs among collaborating organisations, both in terms of external input ratio and input concentration. We test a set of hypotheses using multi-industry primary and secondary data on 210 inter-organisational NPD projects. Results support our hypotheses about the negative effect of input concentration on design quality, which in turn is positively associated with product market performance. Although we surprisingly find a negative linear effect of external input ratio on design quality, our post-hoc analysis confirms the relationship to be an inverse U-shaped relationship. We also find support for the roles of technology interdependence in moderating the performance implications of external input ratio and input concentration. By clarifying how knowledge inputs affect project outcomes under different levels of technology interdependence, the study provides managerial implications regarding how to select innovation partners in order to create a knowledge portfolio that best improves NPD project performance.

Technological paradigms and the power of convergence

AbstractWith the advent of Industry 4.0, technological interdependence is becoming increasingly important in the delineation of technological development dynamics. In the present paper, we propose an extension of the theory of technological paradigms conceptualizing the role of technological interdependence in the emergence of paradigms and the coevolution of the corresponding trajectories. We corroborate our conceptual extension by means of an in-depth historical account of the genesis and evolution of the additive manufacturing paradigm. Accordingly, we elucidate how different technological paradigms may give rise to an aggregate paradigm through a process of convergence and how the aggregate paradigm may contribute to steering the direction of technological change alongside traditional science-push, demand-pull, institutional, and socioeconomic factors. Our work has two main implications: first, it shows that a technological paradigm may emerge from a process of incremental convergence and not only from radical innovations and scientific breakthroughs. Second, it shows that the dynamics of epistemological interdependence (i.e., interdependence between paradigms) matter significantly in the determination of technological development paths.

Foreign economic policy in the European Parliament and economic interdependence with foreign powers

What is the role of economic interdependence with foreign powers when legislators vote on foreign policies? Foreign aid and trade are among the European Union’s most important foreign policy instruments, over which the European Parliament has veto power. Yet, few studies address foreign economic policy voting in European Parliament scholarship. This study presents a new theoretical model about economic interdependence and foreign policy positioning in the European Parliament. I argue that economic interdependence with major foreign powers is associated with legislators’ foreign policy positions. Analysing European Parliament votes concerning aid and trade with Ukraine, I show a statistical association between Members of the European Parliaments with high levels of Russian Foreign Direct Investment in their electoral districts and voting against aid and trade with Ukraine (supporting the pro-Russian policy). These findings offer new insights on Members of the European Parliaments’ position-taking in foreign economic policy decisions that have global economic and political ramifications.

Vertical innovation partnerships and relational performance: The mediating role of trust, interdependence, and familiarity

Which relational atmosphere would allow clients and suppliers to fully benefit from their innovation partnerships? Adopting an interactionist approach, we hypothesized that elements of a partnership atmosphere mediate the relationship between partnership type and relational performance. Based on taxonomic analysis of 160 cross-industry vertical innovation partnerships (VIPs) with differing contractual, relational, and organizational arrangements, we identified four VIP types: free, project-based, elaborated, and exclusive. Our results did not support a direct effect from VIP types on performance. However, we found that a trustful atmosphere enables achieving and exceeding expected benefits in both project-based and exclusive VIPs, whereas a familiar atmosphere enables achieving and exceeding expected benefits only for exclusive VIPs, and interdependence allows exceeding benefits only for project-based VIPs.

Moral Outrage, Intolerance of Uncertainty and Relational Interdependence During the COVID-19 Pandemic: A Social Psychology Research

This study focuses on the mediating role of relational interdependence in the relationship between moral outrage and intolerance of uncertainty during the COVID-19 pandemic. The Moral Outrage Scale, Intolerance of Uncertainty Scale and Relational Interdependence Scale were administered to a sample of 821 adults (66% females and 34% males). The participants were aged between 18 and 75, with an average age of 34.05 (SD = 9.81). The data was analysed with correlation analysis and regression-based mediation analysis to investigate the relationship between relational interdependence, moral outrage and ıntolerance of uncertainty. Furthermore, a bootstrap method was used to examine the direct and indirect effects in the mediation model. The findings showed that relational interdependence has a mediating effect on the relationship between moral outrage and ıntolerance of uncertainty. The results obtained are discussed in the context of the relevant literature.

Knowledge-oriented leadership, team learning and team creativity: the roles of task interdependence and task complexity

PurposeOrganizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between knowledge-oriented leadership and team creativity.Design/methodology/approachThe hypotheses were tested with a sample of 89 knowledge worker teams consisting of 412 employees and employers in China.FindingsResults show that knowledge-oriented leadership is positively associated with team creativity, mediated by team learning. Additionally, task interdependence and task complexity can strengthen the positive relation between team learning and team creativity.Originality/valueThe study is the first to explore the relation between knowledge-oriented leadership and team creativity and the moderating role of task interdependence and task complexity in the relation between team learning and team creativity.

Green talent management and turnover intention: the roles of leader STARA competence and digital task interdependence

PurposeCongruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders are being pressured to ensure that talented employees are effectively managed (nurtured and retained) to curb the potential risk of staff turnover. By managing such talent(s), organisations may be able to not only retain them, but consequently foster environmental sustainability too. Equally, recent debates encourage the need for teams to work digitally and interdependently on set tasks, and for leaders to cultivate competencies fundamental to STARA, as this may further help reduce staff turnover intention and catalyse green initiatives. However, it is unclear how such turnover intention may be impacted by these actions. This paper therefore, seeks to investigate the predictive roles of green hard and soft talent management (TM), leader STARA competence (LSC) and digital task interdependence (DTI) on turnover intention.Design/methodology/approachThe authors used a cross-sectional data collection technique to obtain 372 useable samples from 49 manufacturing organisations in Nigeria.FindingsFindings indicate that green hard and soft TM and LSC positively predict turnover intention. While LSC amplifies the negative influence of green soft TM on turnover intention, LSC and DTI dampen the positive influence of green hard TM on turnover intention.Originality/valueOur study offers novel insights into how emerging concepts like LSC, DTI, and green hard and soft TM simultaneously act to predict turnover intention.

How abusive supervision climate affects team creativity: the contingent role of task interdependence

PurposeDrawing on theories of social information processing and social identity, the authors explore how abusive supervision climate affects team creativity in a Chinese cultural context. The authors propose that this relation will be mediated by collective efficacy and group identification and moderated by task interdependenceDesign/methodology/approachThe study conducted a confirmatory factor analysis and hierarchical regression to analyze the paired data from 67 research and development (R&D) teams involving 378 employees and employers in a Chinese cultural context.FindingsResults demonstrate that abusive supervision climate was negatively related to team creativity, fully mediated by collective efficacy and group identification in a Chinese cultural context. In addition, task interdependence strengthened the positive relation between collective efficacy and team creativity, as well the positive relation between group identification and team creativity.Originality/valueAlthough research has explored how abusive supervision climate influences individual creativity, few studies have investigated the relation between abusive supervision climate and team creativity in a Chinese cultural context. This study is one of the first to explore how abusive supervision climate affects team creativity in a Chinese cultural context and examine the moderating role of task interdependence in the relation between abusive supervision climate and team creativity.

Organizational rewards and knowledge hiding: task attributes as contingencies

PurposeAlthough scholars have provided sufficient empirical evidence on the effectiveness of organizational rewards in managing knowledge sharing, little attention has been paid to the relationship between organizational rewards and knowledge hiding. Drawing on self-determination theory (SDT), this study aims to investigate the effects of financial and nonfinancial rewards on employees' knowledge-hiding behavior as well as the moderating role of task attributes.Design/methodology/approachThis paper examines the hypotheses by conducting a time-lagged survey from a sample of 186 knowledge workers in Chinese high-tech firms.FindingsThe findings of this study reveal that financial rewards are positively associated with knowledge hiding, whereas nonfinancial rewards have a negative effect on knowledge. Moreover, task interdependence significantly moderates the effects of organizational rewards on employees' knowledge-hiding behavior. In addition, the interaction between nonfinancial rewards and task complexity is negatively related to knowledge hiding.Originality/valueThis study is one of the first to investigate the effects of financial rewards and nonfinancial rewards on employees' knowledge-hiding behavior, as well as the moderating roles of task interdependence and task complexity.

Hamilton’s rule, gradual evolution, and the optimal (feedback) control of phenotypically plastic traits

Most traits expressed by organisms, such as gene expression profiles, developmental trajectories, behavioural sequences and reaction norms are function-valued traits (colloquially “phenotypically plastic traits”), since they vary across an individual’s age and in response to various internal and/or external factors (state variables). Furthermore, most organisms live in populations subject to limited genetic mixing and are thus likely to interact with their relatives. We here formalise selection on genetically determined function-valued traits of individuals interacting in a group-structured population, by deriving the marginal version of Hamilton’s rule for function-valued traits. This rule simultaneously gives a condition for the invasion of an initially rare mutant function-valued trait and its ultimate fixation in the population (invasion thus implies substitution). Hamilton’s rule thus underlies the gradual evolution of function-valued traits and gives rise to necessary first-order conditions for their uninvadability (evolutionary stability). We develop a novel analysis using optimal control theory and differential game theory, to simultaneously characterise and compare the first-order conditions of (i) open-loop traits – functions of time (or age) only, and (ii) closed-loop (state-feedback) traits – functions of both time and state variables. We show that closed-loop traits can be represented as the simpler open-loop traits when individuals do not interact or when they interact with clonal relatives. Our analysis delineates the role of state-dependence and interdependence between individuals for trait evolution, which has implications to both life-history theory and social evolution.

Higher social tolerance in wild versus captive common marmosets: the role of interdependence

Social tolerance in a group reflects the balance between within-group competition and interdependence: whereas increased competition leads to a reduction in social tolerance, increased interdependence increases it. Captivity reduces both feeding competition and interdependence and can therefore affect social tolerance. In independently breeding primates, social tolerance has been shown to be higher in captivity, indicating a strong effect of food abundance. It is not known, however, how social tolerance in cooperative breeders, with their much higher interdependence, responds to captivity. Here, we therefore compared social tolerance between free-ranging and captive groups in the cooperatively breeding common marmoset and found higher social tolerance (measured as proximity near food, co-feeding, and food sharing) in the wild. Most likely, social tolerance in the wild is higher because interdependence is particularly high in the wild, especially because infant care is more costly there than in captivity. These results indicate that the high social tolerance of these cooperative breeders in captivity is not an artefact, and that captive data may even have underestimated it. They may also imply that the cooperative breeding and foraging of our hominin ancestors, which relied on strong interdependence at multiple levels, was associated with high social tolerance.

Is It All about Money? The Effect of Group Bottomline Mentality on Group Creativity, and Psychological Safety with the Complementary Role of Organizational Culture and Task Interdependence

Is It All about Money? The Effect of Group Bottomline Mentality on Group Creativity, and Psychological Safety with the Complementary Role of Organizational Culture and Task Interdependence

팀 적합성이 종업원의 조직시민행동에 미치는 영향: 팀 동일시와 과업상호의존성의 역할을 중심으로

팀 적합성이 종업원의 조직시민행동에 미치는 영향: 팀 동일시와 과업상호의존성의 역할을 중심으로

Can employee's boundary-spanning behavior exactly promote innovation performance? The roles of creative ideas generation and team task interdependence

PurposeThe complex and changeable working environment makes individual cross-boundary activities inevitable. Yet, how employee's boundary-spanning behavior (BSB) stimulates innovation performance remains to be further explored. This study aims to analyze the intermediary mechanism and boundary conditions between employee's BSB and innovation performance based on knowledge integration theory.Design/methodology/approachThe authors collected data in two waves (July and August 2017) and from two hierarchical levels (from the final sample of 286 employees and their 29 direct supervisors) within ten manufacturing firms located in Nanjing and Anhui, China.FindingsThe results indicate that creative ideas generation mediates the relationship between employee's BSB and innovation performance. Moreover, employees with higher levels of team task interdependence (TTI) lead to a stronger relationship between ideas generation and innovation performance compared to lower levels of TTI (positively moderates the second stage of mediation).Practical implicationsBy verifying the key effects of ideas generation and TTI between employee's BSB and innovation performance, the findings of this study provide practical guidance for enterprises to improve the efficiency of employee's BSB.Originality/valueFirst, the authors use knowledge integration theory (Grant, 1996a) to deduce the formation process of the mechanism between employee's BSB and his/her innovation results, which clearly shows the driving forces and integral power of the formation process within an individual knowledge integrating system. The authors’ second contribution is further exploring the conditions under which engaging innovative ideas generated by the integration of employee's BSB is more likely to lead to ideas for implementation by examining TTI as a team-level moderator.

The Financialization of International Law

We investigate how the international investment regime turned into an investment vehicle. Through the process called third-party funding, financiers back international legal claims by firms against countries and in turn seek a share of any potential award. More generally, we add to debates on how international regimes evolve and at times generate unanticipated consequences. Building off work on the sociology of fields, we argue that institutional change can occur when individuals from different fields interact. Each field has its own local practices and beliefs about how governance institutions like international regimes function. When professionals from one field analyze problems in another, they use the tools from their native field. If potential solutions provide material and status benefits for the dominant actors in the targeted regime, cross-field coalitions can form and change the targeted regime’s practice. As hedge funds in the finance field and lawyers in the international law field sought to reinvent themselves after the 2008 financial crisis, they teamed up to make Investor State Dispute Settlement a speculator’s game. Theoretically, we embed theories of regime change within larger social relations, highlighting the importance of informal interactions among regime operators for the use and function of governance institutions. We underscore the role of field interdependence as actors engage in contestation across social and political domains. Empirically, we demonstrate the way in which financialization has had far-reaching consequences that extend well beyond traditional economic sectors, reconfiguring the practice of international law.

Cooperative, competitive, or individualistic? Exploring the role of social interdependence in the classroom

ABSTRACT This study examines how different social interdependence structures influence students’ perceptions of anticipated affective learning, motivation, classroom communication apprehension, and classroom climate. Participants were randomly assigned one of three conditions (cooperative, competitive, and individualistic) and were asked to complete a short survey. The highest levels of affective learning and motivation were found in the individualistic structure, followed by the cooperative and competitive structures. Regarding classroom communication apprehension, students in the competitive structure were most apprehensive, followed by students in the cooperative and individualistic structures. Finally, both students in the cooperative structure and students in the individualistic structure viewed their classroom climate more favorably than students in the competitive classroom.

Can traditional organizations be digitally transformed by themselves? The moderating role of absorptive capacity and strategic interdependence

Although digital transformation has significantly attracted scholarly attention beyond information systems, little is known whether traditional organizations can be digitally transformed alone. Knowledge of this process is important as traditional organizations risk failing to achieve digital transformation due to their lack of understanding about digitalization. This research proposes a conceptual framework, which approaches the digital transformation of traditional organizations as a coordinated sequence of specific relationships. The research propositions first outline the relationship between alliance knowledge and digital transformation as a necessary but not absolute condition for the digitalization of traditional conditions. Effectively, therefore, the constructs of absorptive capacity and strategic interdependence are considered to be boundary conditions to this relationship. Insights are also provided into traditional organizations’ levels of absorptive capacity (high vs. low) as well as into the levels of interdependence between them and their partners (symmetry vs. asymmetry), which both determine the outcomes of digital transformation. Concurring with these propositions, this framework advances our understanding of why traditional organizations struggle to be digitally transformed alone and provides implications for both theory and practice.

Designing creative teams from creative members: the role of reward interdependence and knowledge sharing

PurposeThis paper aims to extend understanding of how team creative potential translates into team creativity. Drawing on social exchange theories, the authors propose that reward interdependence produce cooperative intra-team interactions, which in turn enables aggregate levels of individual member creativity to translate into team creativity. Further, the authors propose that reward interdependence enhances this link indirectly by motivating collective norms around knowledge sharing.Design/methodology/approachMulti-source and multi-wave data was collected from 94 R&D teams in two large medical firms. At Time 1, team members assessed the degree of reward interdependence and knowledge sharing characterizing their team; team leaders rated each member’s individual creativity. Unit leaders reported on the team’s overall creativity at Time 2 (three months after Time 1).FindingsThe results indicate that the effect of aggregate member creativity (AMC) on team creativity is moderated by reward interdependence in such a way that when reward interdependence is high, AMC has stronger positive effects on team creativity. Furthermore, knowledge sharing, as motivated by reward interdependence, mediates this moderating effect.Originality/valueBy integrating the team design and team creativity literatures, this paper advances an interactive model in which team creative composition combines with reward interdependence and knowledge sharing to help team creativity.