管理前期权力不对称性,以后期多方团队协作质量
Liuying Zhu1, Yi Ding1, Yuxin Gong1
1School of Management, Shanghai University, Shanghai, China.
Frontiers in psychology
|March 13, 2026
概括
复杂项目的权力不对称性通过网络结构影响团队协作质量. 早期管理这种不平衡是有效合作和项目成功的关键.
科学领域:
- 项目管理 项目管理
- 组织行为 组织行为
- 网络科学 网络科学
背景情况:
- 有效的协作对于复杂的项目成功至关重要.
- 权力动态显著影响团队的互动和结果.
- 了解网络结构对于项目治理至关重要.
研究的目的:
- 调查预先权力不对称对专家领导的复杂项目的团队工作质量的影响.
- 开发和测试一个概念模型,将权力不对称,信息差异,项目网络和团队工作质量联系起来.
- 分析力量不对称性影响协作绩效的结构途径.
主要方法:
- 基于权力依赖和代理理论.
- 利用来自236个复杂项目的调查数据.
- 采用结构方程建模来分析关系.
主要成果:
- 由权力不对称驱动的信息差异增加了网络密度和集中度.
- 密集的网络通过增强沟通,与团队工作质量有积极的相关性.
- 集中的网络通过加强领导者主导地位,对团队工作质量产生负面影响.
结论:
- 权力不对称性通过对立的网络结构途径影响团队工作质量.
- 项目网络配置调解了权力结构和协作结果之间的关系.
- 在签署合同之前主动管理权力不对称性对于促进高质量的合作至关重要.
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