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

研究成果: Article同行評審

46 引文 斯高帕斯(Scopus)

摘要

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.

原文English
頁(從 - 到)1598-1606
頁數9
期刊Computers in Human Behavior
26
發行號6
DOIs
出版狀態Published - 1 十一月 2010

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