Organisational consequences of asymmetries in task dependence: the moderating role of HR practices

De Jong, Simon B., Kunze, Florian and Bruch, Heike (2017) Organisational consequences of asymmetries in task dependence: the moderating role of HR practices. Human Resource Management Journal, 27 (1). pp. 75-93. ISSN 0954-5395

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Abstract

This study integrates recent advances in interdependence theory with the literature on commitment-based HR practices. New research on interdependence theory suggests that differences, or asymmetries, in task dependence among organisational members can cause interests to diverge. Prior research has shown that this can negatively affect interpersonal relations, individual outcomes and team processes. However, these insights gained on the dyadic, individual and team levels of analysis have not yet been explored at the organisational level and, until now, no research had yet connected these advances in interdependence theory to the field of HRM research. Hence, the current study investigates (a) whether asymmetries in task dependence do (or do not) matter at the organisational level and affect organisational effectiveness, (b) why this relationship may work by assessing a key mediator, namely, trust climate and (c) if and how these relationships can be altered by commitment-based HR practices. Our moderated-mediation model was tested and fully supported by a multi-source data set of 8,390 employees from 67 organisations.

Item Type: Article
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Related URLs:
Depositing User: Pure Connector
Date Deposited: 16 Mar 2017 01:35
Last Modified: 22 Apr 2020 02:49
URI: https://ueaeprints.uea.ac.uk/id/eprint/62977
DOI: 10.1111/1748-8583.12126

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