Social Relationship and Member Effectiveness in Chinese Work Teams: Multiple Dimensions, Multiple Networks
Date Issued
2006
Date
2006
Author(s)
Chou, Li-Fang
DOI
zh-TW
Abstract
In facing the pressures of globalized competition, alliance tendency and innovation, the team has become a new job design in organization. It has more resilience and higher efficiency in resource utilization and is capable of resolving complicated problems effectively. However, due to the conditions that emphase task, profession interdependence and intensive interaction, the interpersonal factors have surpassed technical- and task-related factors and become the critical element that will affect team effectiveness. Therefore, this study uses the individual within a team as research level and takes multiple networks (intrateam horizontal and vertical network, extrateam network) and multiple dimensions (structural dimensions, cognitive dimensions and relational dimensions) to explore the relationship between member’s effectiveness and social capital embedded within member’s social relationship. Based on the requirement of a team size no more than 15 (including team leader and members) and the response rate higher than 80%, this study took 105 work teams consisting of 105 team leaders and 629 team members, with different task types from various industries, as subjects. Here are the findings: (1) The members’ guanxi networks mainly affects task support network and job performance (task performance and creativity performance) while values and personality similarity mainly influence affective trust network and attitudinal effectiveness (team commitment and cooperation satisfaction). (2) Within the team, a member with relatively more supports from the team leader has better effectiveness. The influence of the differentiated leadership on the members’ effectiveness are partially moderated by the whole team leadership climate and differentiated latitude. (3) The differentiated leadership plays an essential role to moderate the relationships between the affective trust network and attitudinal effectiveness (obligated commitment and cooperation satisfaction) while plays a complementary role with task support network for the obligated commitment and cooperation satisfaction. (4) Members’ extrateam support networks have main effects on job performance but moderate the relationships between the intrateam relational social capital and attitudinal effectiveness. Finally, it is also discussed in this study for the main findings and limitations as well as future study directions and management implications.
Subjects
social network and social capital
differentiated leadership
guanxi and particularistic tie
values and personality similarity
affective trust
support network
Type
other
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