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The Relationship Between Task Interdependency and Role Stress: A Revisit of the Job Demands–Control Model*
Author(s) -
Wong SzeSze,
DeSanctis Gerardine,
Staudenmayer Nancy
Publication year - 2007
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.2007.00689.x
Subject(s) - clarity , interdependence , ambiguity , job control , control (management) , task (project management) , social psychology , psychology , computer science , management , engineering , economics , sociology , artificial intelligence , work (physics) , mechanical engineering , social science , biochemistry , chemistry , programming language
Drawing from Karasek's job demands–control model, this study investigated how perceived amount and clarity of interdependency in managers’ jobs affect role stress, and the extent to which job control moderates these relationships. Results show that amount of interdependency was positively associated with role conflict, and clarity of interdependency was negatively associated with role ambiguity. There was also support for the job demands–control model as greater job control reduced role ambiguity when clarity of interdependency was low. Although higher job control produced lower role ambiguity when both clarity and amount of interdependency were low, higher job control did not produce lower role ambiguity when clarity of interdependency was low and amount of interdependency was high, suggesting that the buffering value of job control on reducing role stress is contingent on the task interdependencies that managers confront.