Complex interdependence in task-performing groups.

Saavedra, Richard, Earley, P. Christopher, Van Dyne, Linn·1993·Journal of Applied Psychology
DOI 10.1037//0021-9010.78.1.61

Abstract

This study proposed a model of work group performance based on the consequences of complex interdependence (CI), which is defined as the interactive effects of task, goal, and feedback combinations. The study consisted of a 4 (task interdependence: pooled, sequential, reciprocal, or team) × 2 (goal interdependence: individual or group) × 2 (feedback interdependence: individual or group) completely crossed factorial design using 118 three-person groups working in a laboratory setting on a performance appraisal task. The results of group-level analyses demonstrated the impact of CI on the perceived effectiveness of group task strategy. In turn, task strategy and intragroup conflict partially mediated the effects of CI on group performance quantity and quality

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  3. Enhancing the Effectiveness of Work Groups and Teams
    Kozlowski, Steve W.J., Ilgen, Daniel R. · 2006 · Psychological Science in the Public Interest
  4. Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature.
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This page
CoChat. (2026). Citation check: Complex interdependence in task-performing groups. https://app.cochat.ai/papers/10.1037//0021-9010.78.1.61
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Saavedra, R., Earley, P. C., & Van Dyne, L. (1993). Complex interdependence in task-performing groups. Journal of Applied Psychology. https://doi.org/10.1037//0021-9010.78.1.61

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