Social interdependence, not role interdependence or specialization, correlates with performance and well-being¶

Claim · All claims
Evidence · 1 study (2 entries) · associational r1 · q2 · i2 medium
Currency · newest study 1974 · not yet checked against its sources · not reviewed by a person
Evidence quality · No study behind this claim is a peer-reviewed article with a DOI: it rests on an ERIC document (a report, conference paper or thesis). It is kept because a design page cites it; treat it as a lead to check, not an established finding.

Subclaims¶

q2 i? Performance indicators are unrelated to role interdependence and specialization but correlate rather strongly with social interdependence. → Pennings 1974 q2 i2 Greater team belongingness and harmony accompany less psychological strain (correlation -.35 with an anxiety scale). → Pennings 1974 (2)

Evidence¶

Pennings 1974¶

Pennings, Johannes M. (1974). Differentiation, Interdependence, and Performance in Formal Organizations. https://eric.ed.gov/?id=ED099988

q2 · i? · no effect size could be confirmed in the full text · associational · r1

Analysis of company-record performance criteria (market share, productivity, efficiency, turnover) and questionnaire psychological outcomes across the 40 offices. The article reports the indicators "correlateratherstrongly withsocial interdependence", including new customers acquired and money lost to transactional errors, standardized for office size.

"Althoughtheseperformanceindicators are notrelated torole inter- dependence andspecializationthey correlateratherstrongly withsocial interdependence."

Pennings 1974 (2)¶

Pennings, Johannes M. (1974). Differentiation, Interdependence, and Performance in Formal Organizations. https://eric.ed.gov/?id=ED099988

q2 · i2 · medium effect, r = -0.35 · associational · r1

Correlation between the social interdependence measure and an anxiety scale (feelings of having a jumpy job, sleeplessness from job-related strain) was -.35, indicating social interdependence is conducive to anxiety reduction.

"the greater the feelingof teambelonginess andharmony, theless prevalent arefeelings ofpsychologicalstrain."

Discussion¶

Related Claims¶

• Integration–performance link fails in specialized offices, contradicting the differentiation–integration paradigm — related
• Modes of interdependence are weakly or negligibly intercorrelated across brokerage offices — related
• Negative specialization–role interdependence relationship holds only in offices low on workgroup process — related