Structural interdependence in teams: An integrative framework and meta-analysis.
Although interdependence is a central aspect of team design, there has been a lack of clarity regarding the meaning and impact of different forms of interdependence. To provide theoretical clarity and to advance research on team interdependence, we develop an organizing, conceptual framework of interdependence in teams and test it using meta-analysis. We first review and tie together different conceptualizations of interdependence in the literature and illustrate how they converge around 2 major constructs: task interdependence and outcome interdependence. After providing integrative definitions of these forms of interdependence, as well as subdimensions, we then explore the relative effects of task and outcome interdependence on team functioning and performance. Specifically, we propose a pattern of differential effects in which task interdependence is primarily associated with team performance through its effects on task-focused team functioning (i.e., transition/action processes, collective efficacy), whereas outcome interdependence is primarily associated with team performance through its effects on relational team functioning (i.e., interpersonal processes, cohesion). We test these differential effects using a meta-analytic database of 107 independent samples and 7,563 teams. The meta-analytic path model provides strong support for our hypotheses. Implications and future directions for the study of interdependence in work teams are discussed.
Stephen H
SH
Courtright
Department of Management.
Gary R
GR
Thurgood
Department of Management and Organizations.
Greg L
GL
Stewart
Deloitte Consulting.
Abigail J
AJ
Pierotti
D003299:Cooperative Behavior; D006126:Group Processes; D006801:Humans; D007398:Interpersonal Relations; D014937:Work; D000066477:Work Performance