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Titolo:
TASK INTERDEPENDENCE AS A MODERATOR OF THE RELATION BETWEEN GROUP CONTROL AND PERFORMANCE
Autore:
LIDEN RC; WAYNE SJ; BRADWAY LK;
Indirizzi:
UNIV ILLINOIS,DEPT MANAGEMENT,MC 240,601 S MORGAN CHICAGO IL 60607
Titolo Testata:
Human relations
fascicolo: 2, volume: 50, anno: 1997,
pagine: 169 - 181
SICI:
0018-7267(1997)50:2<169:TIAAMO>2.0.ZU;2-5
Fonte:
ISI
Lingua:
ENG
Soggetto:
PERSONAL CONTROL; SELF-MANAGEMENT; JOB DESIGN; WORK TEAMS; MODEL; ORGANIZATIONS; EMPOWERMENT; MOTIVATION; LEADERSHIP; BEHAVIOR;
Keywords:
SELF-MANAGING TEAMS; TEAM CONTROL; SELF-REGULATING TEAMS; EMPOWERMENT; TASK INTERDEPENDENCE; PERFORMANCE;
Tipo documento:
Article
Natura:
Periodico
Settore Disciplinare:
Physical, Chemical & Earth Sciences
Citazioni:
46
Recensione:
Indirizzi per estratti:
Citazione:
R.C. Liden et al., "TASK INTERDEPENDENCE AS A MODERATOR OF THE RELATION BETWEEN GROUP CONTROL AND PERFORMANCE", Human relations, 50(2), 1997, pp. 169-181

Abstract

Data were collected from the managers of 77 groups in a large serviceorganization and a large manufacturing organization. The results revealed that the relation between group control over decision making and group performance became more positive with increased levels of task interdependence. The main implication of the findings is that increasing group control over decisions may result in high performance only forgroups that are highly task interdependent. The performance of groupsthat are low in task interdependence may suffer when provided with group-level control of decisions.

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Documento generato il 03/07/20 alle ore 22:16:22