The effects of job complexity and autonomy on cohesiveness in collectivistic and individualistic work groups: a cross‐cultural analysis

By D. Man, Simon S. K. Lam. 2003

225 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c2fc5622bc1529c7b6bac88d3feae2f43770ecf7

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Leadership and Team Cohesiveness Across Cultures (2009, background): “…or group cohesiveness is the degree to which members are attracted to a group and motivated to remain part of it (Schermerhorn, Hunt, & Osborn, 2002); it thereby refers to both “forces that attract members to the group,” as well as to “the incentives to remain within the group” (Man & Lam, 2003).”
Maintaining a focus on opportunities at work: The interplay between age, job complexity, and the use of selection, optimization, and compensation strategies (2011, background): “Highly complex jobs also allow older employees to collaborte and to share and transfer their knowledge and experience with their co-workers (Man & Lam, 2003).”
A Review and an Integration of Frameworks (2012, background): “When the task is unstructured, ambiguity remains concerning how to attain expected outcomes (Man & Lam, 2003).”
Focus on opportunities as a mediator of the relationships between age, job complexity, and work performance (2010, background): “Highly complex jobs demand that employees make full use of their knowledge, skills, and abilities, continuously learn about new technologies and procedures (Kozlowski & Hults, 1986), and collaboratively share their knowledge and skills with their co-workers (Man & Lam, 2003).”
When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics (2017, background): “For example, Man and Lam (2003) report a null association between collectivism/individualism and job autonomy.”
Cross-cultural organizational behavior. (2007, background): “Man & Lam (2003) found that job complexity and autonomy were much more important for group cohesiveness in the United States than in Taiwan.”
Exploring the Effects of Job Autonomy on Engagement and Creativity: The Moderating Role of Performance Pressure and Learning Goal Orientation (2017, result): “When it comes to autonomy in teams, Man and Lam (2003) found that the relationship between autonomy and performance within 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…”
Turnover intention: the effects of core self-evaluations, proactive personality, perceived organizational support, developmental feedback, and job complexity (2015, background): “Building on this theory, Porter and Steers (1973) proposed the met expectations theory of turnover, which is based on expectancy theory of motivation.”