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

Ruth Wageman () and Frederick M. Gordon ()
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Ruth Wageman: Amos Tuck School of Business, Dartmouth College, 100 Tuck Hall, Hanover, New Hampshire 03755
Frederick M. Gordon: Institute for Work Democracy, 125 Grasmere Street, Newton, Massachusetts 02458

Organization Science, 2005, vol. 16, issue 6, 687-700

Abstract: 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.

Keywords: interdependence; emergent structure; team effectiveness; group values (search for similar items in EconPapers)
Date: 2005
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Citations: View citations in EconPapers (12)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:16:y:2005:i:6:p:687-700

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