Valuing Skill Differences-Reference-Cited by-同舟云学术

Valuing Skill Differences

Published:2009-03-19 Issue:5 Volume:34 Page:536-562
ISSN:1059-6011
Container-title:Group & Organization Management
language:en
Short-container-title:Group & Organization Management

Author:

Oosterhof Aad¹,Van der Vegt Gerben S.¹,Van de Vliert Evert¹,Sanders Karin²

Affiliation:

1. University of Groningen, the Netherlands,

2. University of Twente, Enschede, the Netherlands,

Abstract

This article reports effects of perceived skill dissimilarity and perceived skill complementarity on dyadic helping behavior using a cross-lagged panel study. Specifically, the authors hypothesize that perceived skill dissimilarity is negatively related, whereas perceived skill complementarity is positively related, to self-rated and peer-rated dyadic helping behavior in teams. The authors compare the effects of both perceptions in a sample of 301 unilateral work relationships within 20 student research teams. The study shows that perceived skill dissimilarity is unrelated to self-rated and peer-rated dyadic helping behavior whereas perceived skill complementarity is positively related to both self-rated and peer-rated dyadic helping behavior.

Publisher

SAGE Publications

Subject

Organizational Behavior and Human Resource Management,Applied Psychology,Arts and Humanities (miscellaneous)

Link

http://journals.sagepub.com/doi/pdf/10.1177/1059601108331239

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