Complex interdependence in task-performing groups.

Abstract

This study proposed a model of work group performance based on the consequences of complex interdependence (CI), which is defined as the interactive effects of task, goal, and feedback combinations. The study consisted of a 4 (task interdependence: pooled, sequential, reciprocal, or team) × 2 (goal interdependence: individual or group) × 2 (feedback interdependence: individual or group) completely crossed factorial design using 118 three-person groups working in a laboratory setting on a performance appraisal task. The results of group-level analyses demonstrated the impact of CI on the perceived effectiveness of group task strategy. In turn, task strategy and intragroup conflict partially mediated the effects of CI on group performance quantity and quality