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Team behavioral integration links team interdependence with team performance: an empirical investigation in R&D teams

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  • Xiaomeng Zhang

    () (Cheung Kong Graduate School of Business)

  • Ho Kwong Kwan

    () (Tongji University)

Abstract

Drawing on the input–mediator (a blend of team process and emergent state)–output (IMO) framework, we develop a conceptual model in which team behavioral integration is conceived of as a team-level mediator that links team interdependence (input) with team performance (output). Using a three-wave research design, we test the hypothesized model with the data of 102 R&D teams from three information technology companies in China. Results indicate that team interdependence positively influences team behavioral integration, and that team behavioral integration positively affects team performance. In addition, team behavioral integration is found to mediate the relationship between team interdependence and team performance. The theoretical and managerial implications of these results are discussed.

Suggested Citation

  • Xiaomeng Zhang & Ho Kwong Kwan, 2019. "Team behavioral integration links team interdependence with team performance: an empirical investigation in R&D teams," Frontiers of Business Research in China, Springer, vol. 13(1), pages 1-19, December.
    • Handle: RePEc:spr:fobric:v:13:y:2019:i:1:d:10.1186_s11782-019-0054-1
    DOI: 10.1186/s11782-019-0054-1
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    References listed on IDEAS

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    1. Chun Hui & Cynthia Lee & Denise M. Rousseau, 2004. "Employment Relationships in China: Do Workers Relate to the Organization or to People?," Organization Science, INFORMS, vol. 15(2), pages 232-240, April.
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