Document Type
Article
Publication Date
11-1-2011
Abstract
Although collaboration has often been suggested as a critical factor for improving performance, its relation to individual and organizational performance has been given little attention in management research. This paper proposes a model of collaboration including affective, cognitive and organizational antecedents, and measures its effects on individual and organizational success. Over 900 front line employees in two firms in the service industry were surveyed. Structural Equation Modeling and bootstrap analysis were used to examine its role as a mediator between three independent variables (i.e. commitment, self-efficacy, and rewards) and three dependent variables (i.e. individual success, organizational efficiency and quality) while controlling for management support. As anticipated, collaboration partially mediates the effects of affective commitment and self-efficacy on individual success, and partially mediates the effect of reward system on team efficiency and quality. Staffing practices and designing a collaborative-based reward system to enhance employee success and firm performance are discussed. Suggestions for scholars and practitioners are offered.
Keywords
collaboration, performance, success, efficiency, quality, affective commitment, self-efficacy, collaborative-based reward system
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Bouclier, Oliver L.G, "Managing Individual and Organizational Performance: The Critical Mediating Role of Collaboration" (2011). Student Scholarship. 298.
https://commons.case.edu/studentworks/298