Effects of Perceived Skill Dissimilarity and Task Interdependence on Helping in Work Teams
- 1 February 2005
- journal article
- research article
- Published by SAGE Publications in Journal of Management
- Vol. 31 (1) , 73-89
Abstract
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 firm’s 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 individual’s helping behavior under conditions of high task interdependence.Keywords
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