The impact of autonomy and task uncertainty on team performance: A longitudinal field study

By J. Cordery, D. Morrison, B. Wright, Toby D. Wall. 2010

205 citations recorded by the source corpus.

Subfields: Communication, Management Science and Operations Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/cfc323522ae61d4751cc3c62fb25f23517187d96

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Citations in the corpus

How work redesign interventions affect performance: An evidence-based model from a systematic review (2021, background): “’s (2010) study showed that team task uncertainty (in this case, the extent to which biological, chemical or mechanical methods formed part of water treatment) moderated the relationship between the intervention and team performance (Cordery et al., 2010).”
The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective (2018, background): “Moreover, some studies have shown that empowering leadership may generate resistance responses (Maynard et al., 2007) and task uncertainty (Cordery et al., 2010) and create poorer performance when monitoring is low (Langfred, 2004).”
The Relationship between Team Autonomy and New Product Development Performance under Different Levels of Technological Turbulence (2015, unknown): “their solutions (Cordery et al., 2010; Wall et al., 2002).”
Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors (2018, background): “…suggests that not all tasks are equally suited for SMTs. Quantitative studies found that SMTs work best when executing tasks with high uncertainty (Cordery et al., 2010), high task novelty (Haas, 2010), high technology novelty (Patanakul, Chen, & Lynn, 2012), high task innovativeness (Patanakul…”
Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture (2020, background): “Empirically, studies on uncertainty–performance relationships suggest that, under high levels of production uncertainty, enhancing employee autonomy yields greater performance (Cordery et al., 2010).”
How Colleagues Can Support Each Other's Needs and Motivation: An Intervention on Employee Work Motivation (2018, background): “We focused on team members as critical resources to improve employee motivation, as organisations cut down on the number of managers while they increasingly rely on teams to do the work (Cordery et al., 2010).”
Beyond motivation: job and work design for development, health, ambidexterity, and more. (2014, background): “…teams have more positive effects when team members are not isolated from external influences (Haas 2010), when task uncertainty is high (Cordery et al. 2010), and when teams engage in conceptual tasks for which the means-ends is not clear rather than simpler behavioral tasks (Stewart &…”
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).”
Empowering leadership, employee goal orientations and work performance (2014, background): “Besides extra responsibility and duties, empowerment also comes with higher role ambiguity (Cordery et al., 2010).”