The DOI matches its Crossref record; 5 of the 5 references it cites were found in a registry or an index.
The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups
Abstract
Prior research evidence shows that within-team interdependence moderates the process-performance relationship in small groups. Data collected from 94 top management teams (TMTs) replicated and extended the small groups finding. Specifically, TMTs with high interdependence (i.e., real teams) had higher team and subsequent firm performance when the team was more cohesive and had more communication. However, teams with low interdependence (i.e., working groups) had higher performance when communication and cohesion were lower. This constructive replication provides the first examination of the moderating effect for team interdependence within TMTs on both team and firm performance.
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Citations
Cites
A Temporally Based Framework and Taxonomy of Team Processes
Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001) · The Academy of Management Review · doi:10.2307/259182 · Cited by 3,659
What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite
Cohen, S. G., & Bailey, D. E. (1997) · Journal of Management · doi:10.1177/014920639702300303 · Cited by 3,526
Exploring the Black Box: An Analysis of Work Group Diversity, Conflict and Performance
Pelled, L. H., Eisenhardt, K. M., & Xin, K. R. (1999) · Administrative Science Quarterly · doi:10.2307/2667029 · Cited by 2,971
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Webber, S. S., & Donahue, L. M. (2001) · Journal of Management · doi:10.1177/014920630102700202 · Cited by 518
Cited by
Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015) · Academy of Management Journal · doi:10.5465/amj.2013.0227 · Cited by 544
Self-citationMarlow, S. L., Lacerenza, C. N., Paoletti, J., Burke, C. S., & Salas, E. (2018) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2017.08.001 · Cited by 346
Grossman, R., Nolan, K., Rosch, Z., Mazer, D., & Salas, E. (2022) · Organizational Psychology Review · doi:10.1177/20413866211041157 · Cited by 133
Interactive Effects of Team Virtuality and Work Design on Team Functioning
Handke, L., Klonek, F. E., Parker, S. K., & Kauffeld, S. (2020) · Small Group Research · doi:10.1177/1046496419863490 · Cited by 88
Liu, X., & Liu, J. (2013) · Nankai Business Review International · doi:10.1108/nbri-07-2013-0023 · Cited by 48
Metadata
- Authors
- Barrick, M. R., Bradley, B. H., Kristof-Brown, A. L., & Colbert, A. E.
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 2007-06
- Volume
- 50
- Issue
- 3
- Pages
- 544-557
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2097040708
- Cited by
- 351
- References
- 5
- FWCI
- 16.10
- Type
- journal article
- Language
- en
- Open access
- closed
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- Barrick, M. R., Bradley, B. H., Kristof-Brown, A. L., & Colbert, A. E. (2007). The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups. Academy of Management Journal. https://doi.org/10.5465/amj.2007.25525781
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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