1
عمومی::
استقلال تیم
Studies of the impact of team autonomy on team effectiveness have generally concluded that increased team autonomy is a positive thing, both in terms of team performance and the satisfaction and wellbeing of its members (Cordery, Mueller, & Smith, 1991; Stewart, 2006; Wall, Kemp, Jackson, & Clegg, 1986).
(2010) studied the impact of an increase in team autonomy on the performance of teams of process operators in the wastewater treatment industry.
In other words, the return on team autonomy appears to be much better in uncertain contexts.
Hyatt and Ruddy (1997) found that the relationship between team autonomy and job motivation was moder- ated by interdependence, such that the positive relationship became less strong as task inter- dependence in the team increased.
The idea that team autonomy can have differential effects is also highlighted by Rico, Molleman, Sánchez‐Manzanares, and van der Vegt (2007), who examined diversity faultlines in teams and their impact on team decision‐making quality and social integration and concluded that team task autonomy enhanced the benefits of team diversity (e.g. diverse expertise facilitating the development of innovative, high quality problem solving) where teams had weak faultlines, but that this same team task attribute enhanced negative aspects of team functioning when faultlines were strong (e.g. encouraged the development of subgroups, leading to poorer quality decisions).
واژگان شبکه مترجمین ایران