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I need you, you need me: a model of initiated task interdependence

Simon Taggar (School of Business and Economics, Wilfrid Laurier University, Waterloo, Canada)
Victor Y. Haines III (School of Industrial Relations, University of Montreal, Montreal, Canada)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 1 April 2006

3966

Abstract

Purpose

The purpose of this study is to address two gaps in the existing literature. The first is why some team members have peers depend on them for material, information, and support (referred to as initiated task interdependence) more so than do others, ceteris paribus. The second is the appropriateness of initiated interdependence given a team's composition.

Design/methodology/approach

In an ex post facto field study, task interdependence in 267 members of 18 intact teams were examined. The teams worked on complex and inherently interdependent tasks in a high‐technology manufacturing organization.

Findings

Whether team members perceived initiated task interdependence was explained by the degree to which members themselves depend on their peers (received interdependence), team members' belief in the value of teamwork, and team members' self‐efficacy for teamwork. As predicted, both collectivism and past job performance were associated with self‐efficacy for teamwork. The relationship between initiated interdependence and individual effectiveness was moderated by the team's collectivist orientation, such that team members were considered relatively effective by their peers when they were high in initiated task interdependence and when their team was composed of collectivists; or when they were low in initiated interdependence and when their team was composed of individualists.

Research limitations/implications

Although a one‐factor test suggests that common method bias is not an overriding concern in interpreting our findings, the possibility of common method bias inflating the associates tested cannot be rules out. Also, we cannot say with certainty that exogenous variables “caused” changes in endogenous variables.

Practical implications

Study findings suggest ways to resolve a lack of task interdependence and the importance of team composition when considering peer performance ratings.

Originality/value

This paper offers a significant contribution to the literature on task interdependence and person‐group fit.

Keywords

Citation

Taggar, S. and Haines, V.Y. (2006), "I need you, you need me: a model of initiated task interdependence", Journal of Managerial Psychology, Vol. 21 No. 3, pp. 211-230. https://doi.org/10.1108/02683940610659560

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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