Abstract
This study examined the effects of perceived skill dissimilarity and task interdependence on individual team members' helping behavior in a panel study of senior business students enrolled in a management game. The students were randomly assigned to 20 teams and functioned as a firm's top management group during a full-time 3-week period. Questionnaire data were collected after the 1st and 2nd week. Consistent with self-categorization theory, the analyses showed perceived skill dissimilarity to decrease both self-reported and peer-rated helping behavior under conditions of low task interdependence and to increase an individual's helping behavior under conditions of high task interdependence.
| Original language | English |
|---|---|
| Pages (from-to) | 73-89 |
| Number of pages | 17 |
| Journal | Journal of Management |
| Volume | 31 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - Feb-2005 |