Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information Leadership, Fifth Edition

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Group & Organization Management
This Article
Right arrow Full Text (OnlineFirst PDF)
Right arrow All Versions of this Article:
1059601108330090v1
34/2/241    most recent
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
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 Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Molleman, E.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Article

Attitudes Toward Flexibility: The Role of Task Characteristics

Eric Molleman*

University of Groningen

* To whom correspondence should be addressed. E-mail: h.b.m.molleman{at}rug.nl.


  Abstract
Although worker flexibility may well be beneficial for team performance, it may also have unanticipated social side effects. This study examines to what extent task interdependence and perceived task autonomy are related to the beliefs of team members that being flexible brings social benefits and social downsides. Completed questionnaires are returned by 432 employees and their supervisors, working in 90 flexible teams across 15 organizations. The results demonstrate a positive relationship between perceived task autonomy and the perceived social benefits of worker flexibility, but only for teams with high levels of task interdependence. In addition, task autonomy, in the sense of having discretion over the use of flexibility, proves to be negatively related to the perceived social downsides of being flexible, but only if task interdependence is high. The results suggest that it is important to match the level of task autonomy with the level of task interdependence.

First published on January 7, 2009, doi:10.1177/1059601108330090

Group & Organization Management 2009;34:241.

A more recent version of this article appeared on April 1, 2009

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