Small Group Research

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Free Access - Register Here

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in ISI Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via ISI Web of Science (4)
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Katz-Navon, T. Y.
Right arrow Articles by Erez, M.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
Small Group Research, Vol. 36, No. 4, 437-465 (2005)
DOI: 10.1177/1046496405275233

When Collective- and Self-Efficacy Affect Team Performance

The Role of Task Interdependence

Tal Y. Katz-Navon

The Interdisciplinary Center, Herzliya, katzt{at}idc.ac.il

Miriam Erez

Technion-Israel Institute of Technology

The study examined task interdependence as a structural factor, which influences the emergence of collective-efficacy versus self-efficacy as a team-level construct. It tested for the differential effects of self- and collective-efficacy on team performance and the effects of initial perceptions of self- and collective-efficacy and record of past performance on the development of their subsequent perceptions. Results of a laboratory study demonstrated that collective-efficacy solidified as a meaningful team construct and influenced team performance only when a highly interdependent task required team members to closely interact and coordinate their efforts. Under conditions of low task interdependence, collective-efficacy had no basis from which to emerge as a higher level team characteristic and no significance in what is, in essence, individual performances. In contrast, self-efficacy emerged as a meaningful construct that explained individual performance under low task interdependence conditions.

Key Words: collective-efficacy • task interdependence • teams performance


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?


This article has been cited by other articles:


Home page
 Organizational Research MethodsHome page
W. Arthur Jr., S. T. Bell, and B. D. Edwards
A Longitudinal Examination of the Comparative Criterion-Related Validity of Additive and Referent-Shift Consensus Operationalizations of Team Efficacy
Organizational Research Methods, January 1, 2007; 10(1): 35 - 58.
[Abstract] [PDF]

Home page
 International Journal of Rural ManagementHome page
T. L. Moyle, M. Dollard, and S. N. Biswas
Personal and Economic Empowerment in Rural Indian Women: A Self-help Group Approach
International Journal of Rural Management, October 1, 2006; 2(2): 245 - 266.
[Abstract] [PDF]