This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Similar articles in ISI Web of Science Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via ISI Web of Science (22) Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Van der Vegt, G. S. Articles by Janssen, O. Search for Related Content Social Bookmarking                   What's this?

Joint Impact of Interdependence and Group Diversity on Innovation

Department of Social and Organizational Psychology, University of Groningen, Grote Kruisstraat 2/1, 9712 TS Groningen, The Netherlands

Onne Janssen

Department of Social and Organizational Psychology, University of Groningen, Grote Kruisstraat 2/1, 9712 TS Groningen, The Netherlands

This questionnaire study among 343 members of 41 work teams in a financial services organization examined the effects of individual team members’ perceived task interdependence and perceived goal interdependence on innovative behavior in teams characterized by different levels of group diversity. Multilevel analyses revealed that individual’s perceived task and goal interdependence were not related to innovative behavior in homogeneous teams. In heterogeneous teams, however, task interdependence was strongly and positively related to innovative behavior for individuals who perceived high levels of goal interdependence, and unrelated to innovative behavior for those who perceived low levels of goal interdependence.

Journal of Management, Vol. 29, No. 5, 729-751 (2003)
DOI: 10.1016/S0149-2063_03_00033-3


CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?

This article has been cited by other articles:

				R. Rico, C.-M. Alcover, M. Sanchez-Manzanares, and F. Gil The joint relationships of communication behaviors and task interdependence on trust building and change in virtual project teams Social Science Information, June 1, 2009; 48(2): 229 - 255. [Abstract] [PDF]

				D. Tjosvold and Ziyou Yu Group Risk Taking: The Constructive Role of Controversy in China Group Organization Management, December 1, 2007; 32(6): 653 - 674. [Abstract] [PDF]

				D. C. Feldman and T. W. H. Ng Careers: Mobility, Embeddedness, and Success Journal of Management, June 1, 2007; 33(3): 350 - 377. [Abstract] [PDF]

				N. J. Allen, D. J. Stanley, H. M. Williams, and S. J. Ross Assessing the Impact of Nonresponse on Work Group Diversity Effects Organizational Research Methods, April 1, 2007; 10(2): 262 - 286. [Abstract] [PDF]

				C. E. Lance, M. M. Butts, and L. C. Michels The Sources of Four Commonly Reported Cutoff Criteria: What Did They Really Say? Organizational Research Methods, April 1, 2006; 9(2): 202 - 220. [Abstract] [PDF]

				G. L. Stewart A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance Journal of Management, February 1, 2006; 32(1): 29 - 55. [Abstract] [PDF]

				N. Ramamoorthy and P. C. Flood Individualism/Collectivism, Perceived Task Interdependence and Teamwork Attitudes among Irish Blue-Collar Employees: a Test of the Main and Moderating Effects? Human Relations, March 1, 2004; 57(3): 347 - 366. [Abstract] [PDF]