Scholars have long claimed that teams involve complex systems of member interaction that involve both task and social elements, yet very little research has directly examined the implications of the interplay of these two elements for team member relationships specically and for the functioning and eectiveness of teams more generally. is gap is crucial to resolve because relationships among team members oen serve as the explanation for linkages among team inputs on one hand and team outcomes on the other (Ilgen, Hollenbeck, Johnson, & Jundt, 2005; McGrath, 1964). To address this gap, we draw from social network theory to propose a model, depicted in Figure 9.1, that describes how task interdependence and perceived similarity inuence the nature of relationships among team members and how these relationships, in turn, inuence team eectiveness by virtue of their eects on taskwork, teamwork, member attitudes and cognitions, and member well-being.
|Original language||English (US)|
|Title of host publication||Personal Relationships|
|Subtitle of host publication||The Effect on Employee Attitudes, Behavior, and Well-being|
|Publisher||Taylor and Francis|
|Number of pages||22|
|State||Published - Jan 1 2012|
ASJC Scopus subject areas