This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Download to citation manager Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by Wageman, R. Articles by Gordon, F. M. Search for Related Content

As the Twig Is Bent: How Group Values Shape Emergent Task Interdependence in Groups

Amos Tuck School of Business, Dartmouth College, 100 Tuck Hall, Hanover, New Hampshire 03755
Institute for Work Democracy, 125 Grasmere Street, Newton, Massachusetts 02458
ruth.wageman{at}dartmouth.edu
fgordan574{at}aol.com

This paper proposes that task interdependence in teams, usually treated solely as structurally driven, can arise from group members’ values at the time of group formation. Findings from a longitudinal field study show that teams whose members share egalitarian values at formation develop highly interdependent task approaches and exhibit patterns of social interaction similar to those associated with high structural interdependence. By contrast, groups whose members share meritocratic values at formation develop low-interdependence task approaches and exhibit patterns of social interaction similar to those associated with low structural interdependence. Groups with shared hybrid or with mixed values show no consistent task structures or group processes, and significantly underperform relative to both the egalitarian and the meritocratic groups. We discuss the implications of these findings for the effectiveness of task-performing teams in organizations.

Key Words: interdependence; emergent structure; team effectiveness; group values

This article has been cited by other articles:

				B. Scott-Ladd and C. C.A. Chan Using action research to teach students to manage team learning and improve teamwork satisfaction Active Learning in Higher Education, November 1, 2008; 9(3): 231 - 248. [Abstract] [PDF]

				D. M. Sluss and B. E. Ashforth How Relational and Organizational Identification Converge: Processes and Conditions Organization Science, November 1, 2008; 19(6): 807 - 823. [Abstract] [PDF]

				C. Boone and A. van Witteloostuijn Individual-level heterogeneity and macro-level outcomes Strategic Organization, August 1, 2007; 5(3): 259 - 270. [PDF]