Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness
By Vincent Rousseau, Caroline Aubé. 2010
105 citations recorded by the source corpus.
Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/0a30563d102064603384f694afcfc1fde2f543ff
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In Communication
In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- Trust Development in Swift Starting Action Teams (2012, unknown): “Task structure can be characterized along multiple dimensions (e.g., task routineness; Rousseau & Aubé, 2010) and, for illustrative purposes, we follow Campbell’s model (1988, 1991).”
- Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors (2018, background): “…(Cordery et al., 2010), high task novelty (Haas, 2010), high technology novelty (Patanakul, Chen, & Lynn, 2012), high task innovativeness (Patanakul et al., 2012), high task interdependence (Langfred, 2005; Wageman, 2001), and low task routineness (De Jong et al., 2004; Rousseau & Aubé, 2010).”