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Structural interdependence in teams: An integrative framework and meta-analysis
Stephen H Courtright, Gary R Thurgood1, Greg L Stewart2
1Department of Management.
The Journal of Applied Psychology
|May 5, 2015
Summary
This study clarifies team interdependence, finding task interdependence boosts performance via task processes, while outcome interdependence enhances it through relational dynamics. This research advances understanding of team functioning and effectiveness.
Area of Science:
- Team dynamics and organizational psychology.
- Social psychology of work groups.
Background:
- Interdependence is crucial for team design, yet its forms and impacts lack clarity.
- Existing research offers varied conceptualizations of team interdependence.
Purpose of the Study:
- To develop a conceptual framework for team interdependence.
- To differentiate the effects of task and outcome interdependence on team functioning and performance.
Main Methods:
- Literature review to integrate interdependence concepts.
- Meta-analysis of 107 independent samples (7,563 teams).
- Path modeling to test hypothesized differential effects.
Main Results:
- Task interdependence primarily impacts team performance through task-focused functioning (e.g., collective efficacy).
- Outcome interdependence primarily impacts team performance through relational functioning (e.g., cohesion).
- Meta-analytic path model strongly supported these differential effects.
Conclusions:
- The study provides a clear framework distinguishing task and outcome interdependence.
- Findings highlight the distinct pathways through which different interdependence forms influence team outcomes.
- Offers implications for optimizing team design and effectiveness in work settings.
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