Effects of Perceived Skill Dissimilarity and Task Interdependence on Helping in Work Teams
By: VAN DER VEGT, Gerben S
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Contributor(s): VAN DE VLIERT, Evert.
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ArticlePublisher: London : Sage, February 2005Journal of management : J.O.M 31, 1, p. 73-89Abstract: This study examined the effects of perceived skill dissimilarity and task interdependence on individual team members helping behavior in a panel study of senior business students enrolled in a management game. The students were randomly assigned to 20 teams and functioned as a firms top management group during a full-time 3-week period. Questionnaire data were collected after the 1st and 2nd week. Consistent with self-categorization theory, the analyses showed perceived skill dissimilarity to decrease both self-reported and peer-rated helping behavior under conditions of low task interdependence and to increase an individuals helping behavior under conditions of high task interdependence
This study examined the effects of perceived skill dissimilarity and task interdependence on individual team members helping behavior in a panel study of senior business students enrolled in a management game. The students were randomly assigned to 20 teams and functioned as a firms top management group during a full-time 3-week period. Questionnaire data were collected after the 1st and 2nd week. Consistent with self-categorization theory, the analyses showed perceived skill dissimilarity to decrease both self-reported and peer-rated helping behavior under conditions of low task interdependence and to increase an individuals helping behavior under conditions of high task interdependence
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