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Article: The effects of job complexity and autonomy on cohesiveness in collectivistic and individualistic work groups: A cross-cultural analysis

TitleThe effects of job complexity and autonomy on cohesiveness in collectivistic and individualistic work groups: A cross-cultural analysis
Authors
Issue Date2003
PublisherJohn Wiley & Sons Ltd. The Journal's web site is located at http://www3.interscience.wiley.com/cgi-bin/jabout/4691/ProductInformation.html
Citation
Journal Of Organizational Behavior, 2003, v. 24 n. 8, p. 979-1001 How to Cite?
AbstractIncreased job complexity and autonomy have often been associated with improved performance in work groups. This study examines the mediating effect of group cohesiveness. The moderating effects of individualism/collectivism on the relationship between job characteristics (both complexity and autonomy) and cohesiveness are also tested. The sample consists of 381 teams drawn from the Hong Kong and U.S. branches of an international bank. The findings indicate that an increase in job complexity and/or task autonomy will increase group cohesiveness, which subsequently translates to better performance. The positive effects of job complexity and autonomy on group cohesiveness are also found to be more prominent for individualistic rather than collectivistic work groups. The theoretical implications of the results and the limitations of the study are also discussed. Copyright © 2003 John Wiley & Sons, Ltd.
Persistent Identifierhttp://hdl.handle.net/10722/85973
ISSN
2015 Impact Factor: 2.986
2015 SCImago Journal Rankings: 2.412
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorMan, DCen_HK
dc.contributor.authorLam, SSKen_HK
dc.date.accessioned2010-09-06T09:11:21Z-
dc.date.available2010-09-06T09:11:21Z-
dc.date.issued2003en_HK
dc.identifier.citationJournal Of Organizational Behavior, 2003, v. 24 n. 8, p. 979-1001en_HK
dc.identifier.issn0894-3796en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85973-
dc.description.abstractIncreased job complexity and autonomy have often been associated with improved performance in work groups. This study examines the mediating effect of group cohesiveness. The moderating effects of individualism/collectivism on the relationship between job characteristics (both complexity and autonomy) and cohesiveness are also tested. The sample consists of 381 teams drawn from the Hong Kong and U.S. branches of an international bank. The findings indicate that an increase in job complexity and/or task autonomy will increase group cohesiveness, which subsequently translates to better performance. The positive effects of job complexity and autonomy on group cohesiveness are also found to be more prominent for individualistic rather than collectivistic work groups. The theoretical implications of the results and the limitations of the study are also discussed. Copyright © 2003 John Wiley & Sons, Ltd.en_HK
dc.languageengen_HK
dc.publisherJohn Wiley & Sons Ltd. The Journal's web site is located at http://www3.interscience.wiley.com/cgi-bin/jabout/4691/ProductInformation.htmlen_HK
dc.relation.ispartofJournal of Organizational Behavioren_HK
dc.rightsJournal of Organizational Behavior. Copyright © John Wiley & Sons Ltd.en_HK
dc.titleThe effects of job complexity and autonomy on cohesiveness in collectivistic and individualistic work groups: A cross-cultural analysisen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0894-3796&volume=24&spage=979&epage=1001&date=2003&atitle=The+Effects+of+Job+Complexity+and+Autonomy+on+Cohesiveness+in+Collectivistic+and+Individualistic+Work+Groups:+A+Cross-Cultural+Analysisen_HK
dc.identifier.emailMan, DC: dcman@hkucc.hku.hken_HK
dc.identifier.emailLam, SSK: simonlam@hku.hken_HK
dc.identifier.authorityMan, DC=rp01084en_HK
dc.identifier.authorityLam, SSK=rp01071en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1002/job.227en_HK
dc.identifier.scopuseid_2-s2.0-0345016399en_HK
dc.identifier.hkuros94168en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-0345016399&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume24en_HK
dc.identifier.issue8en_HK
dc.identifier.spage979en_HK
dc.identifier.epage1001en_HK
dc.identifier.isiWOS:000186951300005-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridMan, DC=8791376000en_HK
dc.identifier.scopusauthoridLam, SSK=35218940100en_HK

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