When team members perceive task interdependence differently: Exploring centrality asymmetry and team success

In this article, we examine the construct of perceived task interdependence and propose that there is variation in how members perceive interdependence with one another, even within the same team. In particular, we introduce centrality asymmetry-the extent to which members differ in their perceptions of how central they are in the team's task interdependence network relative to how central other members see them. Using field data (interviews, team surveys, and executive ratings) from 2,222 members across 319 teams in a large corporation, we test hypotheses regarding the relationship between centrality asymmetry and team success. We find that teams with more centrality asymmetry are less successful, above and beyond the level of perceived task interdependence centrality and variation in perceived task interdependence centrality on the team. We discuss the implications of our findings for future theory and research on task interdependence in teams.

Duke Scholars

Author Jonathon Cummings Fuqua School of Business