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Distributed agile teams are increasingly employed in organizations, partly due to the increased focus on digital transformation. However, research findings about the performance of such teams appear to be inconsistent, calling for more research to investigate the conditions under which distributed agile teams may thrive. Given that task coordination is particularly challenging when team members are not co-located, the present study investigates the roles of the two types of task interdependence, i.e., initiated versus received task interdependence. Survey results from 191 participants working in distributed agile teams within three companies in Norway confirm our hypotheses. Specifically, we show that high initiated task interdependence is associated with higher role clarity of others, while received task interdependence is associated with higher role clarity of self, and that both subsequently result in higher team performance in distributed agile teams. Thus, we argue that each type of task interdependence contributes in a unique way to team performance in distributed agile teams.

Before software project managers can enhance productivity and satisfaction of the software project team member, the effect of task characteristics, goal orientations, and coordination strategies on design and coding-task outcomes must be understood. A research model, which suggests that task interdependence, goal conflict, and coordination strategies significantly affect productivity and satisfaction associated with software design and coding activities, is presented. Issues such as contingency/design misfit, conflicting contingencies, and the extent of deviation to theoretically prescribed coordination mechanisms applied to contingencies are used to make predictions on productivity and process satisfaction. A 2x2x2 factorial experiment was utilized. Overall, projects characterized by low task interdependence exhibited greater productivity than projects with high task interdependence. Also, in general, organic coordination was more productive than mechanistic coordination. There was also a significant interaction between task interdependence and coordination strategy. Low goal conflict and organic coordination each lead to greater process satisfaction. Productivity results for the goal conflict manipulation was opposite to the hypothesized direction. Unconflicted contingencies addressed with consistent coordination and partially conflicted contingencies, regardless of the coordination used, exhibited significant gains in productivity. In comparison, unconflicted contingencies with inconsistent coordination and conflicted contingencies, regardless of the coordination applied, resulted in lower productivity. This suggests that there are instances where multiple contingencies, which warrant the use of different coordination strategies, can be adequately addressed with a specific coordination strategy.

Self-serving leadership is a form of unethical leadership behavior that has destructive effect on its targets and the overall organization. Adopting a social cognition perspective, this study expands our knowledge of its adverse effect and the way to mitigate the effect. Integrating two sub-theories of social cognition (social information processing and social learning), we propose a theoretical model wherein self-serving leadership hinders team creativity through psychological safety as well as knowledge hiding, with task interdependence acting as a contextual condition. Results from a sample of 107 R&D teams revealed that self-serving leadership not only reduced team psychological safety, but also induced team knowledge hiding, both of which ultimately affected team creativity. The presence of high task interdependence buffered the destructive effect of self-serving leadership on team creativity via team psychological safety as well as the indirect effect via knowledge hiding.

Purpose Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the relationship between knowledge hiding and team creativity. Design/methodology/approach The authors tested the hypotheses with a sample of 87 knowledge worker teams involving 393 employees and employers in China. Findings Knowledge hiding is negatively related to team creativity, fully mediated by absorptive capacity. In addition, the negative relationship between knowledge hiding and absorptive capacity would be weakened by task interdependence. Practical implications Team managers should take measures to avoid the development of knowledge hiding, which is indirectly related to team creativity via absorptive capacity within a team, and motivate team members to share more knowledge by training to improve their feelings of accountability, responsibility, and duty. In addition, managers can decrease knowledge hiding by strengthening within-team task interdependence. Originality/value This study is one of the first to investigate the relationship between knowledge hiding and team creativity and the moderating role of task interdependence in the relationship between knowledge hiding and absorptive capacity.

As the nature of information systems (IS) has evolved from primarily standalone, to enterprise, and distributed applications, the need for a better understanding of collective IS use has become a research and practical necessity. In view of contributing to this understanding, we conceptually define collective IS use as a unit level construct, rooted in instances of individual-level IS use within the context of a common work process. Its emergence from the individual to the unit level is shaped by different configurations of task, user, and system interdependence between instances of individual-level IS use. On the basis of this definition, we propose a typology of collective IS use that comprises four ideal types, namely siloed use, processual use, coalesced use, and networked use. For each ideal type, we theorize on the emergence process from the individual to the unit level and we consider the measurement implications for each.

PurposeCongruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders are being pressured to ensure that talented employees are effectively managed (nurtured and retained) to curb the potential risk of staff turnover. By managing such talent(s), organisations may be able to not only retain them, but consequently foster environmental sustainability too. Equally, recent debates encourage the need for teams to work digitally and interdependently on set tasks, and for leaders to cultivate competencies fundamental to STARA, as this may further help reduce staff turnover intention and catalyse green initiatives. However, it is unclear how such turnover intention may be impacted by these actions. This paper therefore, seeks to investigate the predictive roles of green hard and soft talent management (TM), leader STARA competence (LSC) and digital task interdependence (DTI) on turnover intention.Design/methodology/approachThe authors used a cross-sectional data collection technique to obtain 372 useable samples from 49 manufacturing organisations in Nigeria.FindingsFindings indicate that green hard and soft TM and LSC positively predict turnover intention. While LSC amplifies the negative influence of green soft TM on turnover intention, LSC and DTI dampen the positive influence of green hard TM on turnover intention.Originality/valueOur study offers novel insights into how emerging concepts like LSC, DTI, and green hard and soft TM simultaneously act to predict turnover intention.

Purpose – The hospitality sector has undergone substantial changes in terms of its job requirements and the need for work engagement practices. This study investigates the relationships between meaningful work, work engagement, employee performance, and task interdependence in India’s hospitality sector. Theoretical framework – The theoretical framework is based on Kahn’s (1990) work engagement framework and Bakker and Demerouti’s (2007) Job-Demand Resources (JD-R) model. Design/methodology/approach – Hypotheses were tested statistically using structural equation modeling (SEM) with a cross-sectional sample of 301 hospitality sector employees in four Indian cities. Findings – The results highlight the crucial role of meaningful work and engagement in achieving sustained performance outcomes. Work engagement was found to be a significant mediator in the model. However, task interdependence did not have a statistically significant moderating effect. While age showed no significant influence on job performance, work experience emerged as a significant predictor of performance. Practical and social implications of the research – The study provides substantial evidence of the critical role that meaningful work and work engagement play in driving job performance in the hospitality sector. Enhancing meaningfulness and nurturing engagement collectively form a practical roadmap for achieving superior service performance in hospitality organizations. Originality/value – Since little research has been conducted on hospitality sector employees, this study offers empirical support for engagement-based performance models within the JD-R framework. By examining hospitality sector employees, the study expands the empirical base of JD-R research beyond traditional corporate settings. It demonstrates that meaning-driven engagement mechanisms are equally important in service-oriented, high-demand environments.

PurposeAlthough scholars have provided sufficient empirical evidence on the effectiveness of organizational rewards in managing knowledge sharing, little attention has been paid to the relationship between organizational rewards and knowledge hiding. Drawing on self-determination theory (SDT), this study aims to investigate the effects of financial and nonfinancial rewards on employees' knowledge-hiding behavior as well as the moderating role of task attributes.Design/methodology/approachThis paper examines the hypotheses by conducting a time-lagged survey from a sample of 186 knowledge workers in Chinese high-tech firms.FindingsThe findings of this study reveal that financial rewards are positively associated with knowledge hiding, whereas nonfinancial rewards have a negative effect on knowledge. Moreover, task interdependence significantly moderates the effects of organizational rewards on employees' knowledge-hiding behavior. In addition, the interaction between nonfinancial rewards and task complexity is negatively related to knowledge hiding.Originality/valueThis study is one of the first to investigate the effects of financial rewards and nonfinancial rewards on employees' knowledge-hiding behavior, as well as the moderating roles of task interdependence and task complexity.

PurposeOrganisations have widely adopted enterprise social media (ESM) to improve employees' task performance. This study aims to explore the mediating role of perceived task structure on the relationship between ESM usage and employee task performance. The authors investigate the moderating effects of perceived team diversity on the relationship between ESM usage and perceived task structure.Design/methodology/approachThe authors conducted a questionnaire survey in China on 251 working professionals who use social media in their respective organisations.FindingsResults showed that employees' perception of task structure considerably mediates the relationship between ESM usage and task performance. Findings also confirmed that perceived team diversity negatively affects the relationship between ESM usage and perceived task interdependence.Research limitations/implicationsPractitioners and/or managers should pay attention to the effect of ESM usage on employee's perceived task structure. Furthermore, they should focus on the level of team diversity when adopting ESM to enhance task performance.Originality/valueThis study contributes to the knowledge of perceived task structure in explaining the effect of ESM usage on task performance based on communication visibility theory. This work presents the relationship among ESM usage, perceived task structure, perceived team diversity and task performance. Moreover, this research enriches the literature on ESM usage by investigating the moderating roles of perceived team diversity whilst presenting the negative effects of perceived team diversity.

During the past 30 years, interest in organizational citizenship behaviors (OCBs) has grown substantially. Although much of the early empirical research in this domain was directed at the individual level of analysis, more recently, researchers have focused their attention on identifying the outcomes of group-level or unit-level OCBs, as well as the mediating mechanisms and boundary conditions of the relationships between OCBs and unit-level outcomes. Therefore, the purpose of this article is to provide a summary of the extant literature in this area. First, we discuss the applicability of the types of OCB to the unit level of analysis. Following this, we provide a summary of the literature examining outcomes of unit-level OCBs, with particular attention paid to the mediators and moderators of the relationship between OCBs and unit effectiveness. Next, we examine the methodological characteristics of studies conducted in this research domain. Finally, we make a series of conceptual and methodological recommendations regarding future research on the consequences of unit-level OCBs.