Perceived job effectiveness in coopetition: A survey of virtual teams within business organizations

Chieh-Peng Lin*, Yi Ju Wang, Yuan Hui Tsai, Yu Fang Hsu

*Corresponding author for this work

Research output: Contribution to journalArticle

45 Scopus citations

Abstract

This study establishes a model by drawing from key postulates and findings under coopetition to explain the formation of perceived job effectiveness in team collaboration. In the proposed model, perceived job effectiveness is influenced directly by knowledge sharing, cooperative attitude, and competitive conflict, while knowledge sharing is influenced by cooperative attitude and competitive conflict. Accordingly, perceived job effectiveness is influenced indirectly by shared value, perceived trust and perceived benefit via the mediation of cooperative attitude and competitive conflict. Empirical testing of this model, by investigating personnel in information technology (IT) organizations, confirms the applicability of coopetition in virtual teams. The test results indicate that all the model paths except one (linking shared vision and competitive conflict) are significant. Finally, managerial implications and limitations of the research are provided.

Original languageEnglish
Pages (from-to)1598-1606
Number of pages9
JournalComputers in Human Behavior
Volume26
Issue number6
DOIs
StatePublished - 1 Nov 2010

Keywords

  • Competition
  • Cooperation
  • Coopetition
  • Knowledge sharing
  • Perceived job effectiveness

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