Autonomy and Performance in Teams: The Multilevel Moderating Effect of Task Interdependence

By Claus W. Langfred. 2005

253 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4e19277e3b4b76d04fbf52ed2b5789b79bc2bc3d

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

The Effects of Diversity Faultlines and Team Task Autonomy on Decision Quality and Social Integration (2007, background): “Task autonomy has become an important topic in team research during the last decade (e.g., Cohen & Bailey, 1997; Langfred, 2005; Molleman, 2000) and may strongly influence diversity effects in teams.”
The Autonomy Paradox: The Implications of Mobile Email Devices for Knowledge Professionals (2013, unknown): “Prior literature on autonomy has suggested a relationship between autonomy and interdependence (Langfred 2005, 2007).”
Let's Dance! Elastic Coordination in Creative Group Work: A Qualitative Study of Modern Dancers (2014, background): “Anticipating these issues, researchers have identified both a need for more theory on the role of autonomy in groups (Langfred, 2005) and for a richer conceptual understanding of coordinating mechanisms that “have sufficient flexibility” (Jarzabkowski, Lê, & Feldman, 2012: 908) to adapt to situation”
Leader Humility and Team Performance: Exploring the Mediating Mechanisms of Team PsyCap and Task Allocation Effectiveness (2019, background): “Considering that for 13 of the 83 teams only two participants participated, and to ensure that the respondents accurately reflected their teams (Hinds & Mortensen, 2005; Langfred, 2005), we restricted the sample to include only teams in which at least three team members had participated (n = 70 team”
The Relationship between Team Autonomy and New Product Development Performance under Different Levels of Technological Turbulence (2015, unknown): “We define team autonomy as the extent to which a team has the authority and freedom to make its own decisions to fulfill its mission (Gerwin, 1999; Langfred, 2005; Stewart and Barrick, 2000).”
The Double-Edged Swords of Autonomy and External Knowledge: Analyzing Team Effectiveness in a Multinational Organization (2010, background): “Previous studies have typically examined why self-managing teams may not perform well by focusing on their internal interactions, which may suffer from, for example, insufficient interdependence (Langfred, 2005), negative feelings toward collaboration (Kirkman & Shapiro, 2001), or rigid rule enforce”
Something(s) old and something(s) new: Modeling drivers of global virtual team effectiveness (2012, methodology): “However, others have suggested that interdependence is an important contingency condition or moderator (e.g., Bachrach, Powell, Collins, & Richey, 2006; Gully, Devine, & Whitney, 1995; Katz-Navon & Erez, 2005; Langfred, 2005; Van der Vegt, Emans, & Van de Vliert, 2001; Wageman, 1995).”
The Divergent Effects of Transformational Leadership on Individual and Team Innovation (2016, background): “of individual output as a significant contributor to team performance (LePine & Van Dyne, 2001) and therefore may strengthen the perceived utility of individual ideas and creative output (Langfred, 2005; Stewart & Barrick, 2000).”
Cross-Level Influences of Empowering Leadership on Citizenship Behavior (2017, background): “Our research also informs and can be integrated with research highlighting the possible “dark side” of unbridled empowerment (or, more generally, team autonomy or selfmanagement; Langfred, 2005; Liden et al., 1997; Manz & Angle, 1986) in the absence of other necessary enabling team design features (”
Work Autonomy and Workplace Creativity: Moderating Role of Task Complexity (2015, methodology): “In the study of autonomy and team performance in organizations, Langfred (2005) used this same scale upon student respondents in 35 teams to measure individual autonomy.”
Making Change Happen (2013, background): “When interdependence is high, individual autonomy can undermine group performance by reducing group cohesiveness (Langfred, 2005).”
Exploring the Effects of Job Autonomy on Engagement and Creativity: The Moderating Role of Performance Pressure and Learning Goal Orientation (2017, background): “…teams was non-significant; whereas other researchers have found that the relationship between job autonomy and outcomes could be contingent on team trust (Langfred 2004), task interdependence (Langfred 2005), work demands climate (Hirst et al. 2008), or task uncertainty (Cordery et al. 2010).”
Teamwork and associated psychological factors: A review (2006, background): “However, the debate on appropriate measurement levels and the use of aggregation in team research is ongoing (Langfred, 2005; van Mierlo, Rutte, Seinen, & Kompier, 2001; van Mierlo et al. 2005).”
Self-Leadership: A Multilevel Review (2011, background): “Yet, the competing effects of individual and team self-leadership are moderated by task interdependence (Langfred, 2005) and support from coworkers (van Mierlo, Rutte, Vermunt, Kompier, & Doorewaard, 2006).”
The Downside of Self-Management: A Longitudinal Study of the Effects tf Conflict on Trust, Autonomy, and Task Interdependence in Self-Managing Teams (2007, background): “In my earlier work (Langfred, 2005), I demonstrated how " mixed " patterns of individual autonomy and task interdependence (that is, team designs in which one is high and the other is low) were associated with higher performance than the low interdependence–low autonomy design.”