Organisational consequences of asymmetries in task dependence: the moderating role of HR practices

Simon B. De Jong; Florian Kunze; Heike Bruch

doi:10.1111/1748-8583.12126

Organisational consequences of asymmetries in task dependence: the moderating role of HR practices

Simon B. De Jong, Florian Kunze, Heike Bruch

Organisation,Strategy & Entrepreneurship

Research output: Contribution to journal › Article › Academic › peer-review

Original language	English
Pages (from-to)	75-93
Journal	Human Resource Management Journal
Volume	27
Issue number	1
DOIs	https://doi.org/10.1111/1748-8583.12126
Publication status	Published - Jan 2017

Keywords

asymmetries in task dependence
trust climate
organisational effectiveness
commitment-based HR practices
interdependence theory
power

Access to Document

10.1111/1748-8583.12126

Cite this

De Jong, S. B., Kunze, F., & Bruch, H. (2017). Organisational consequences of asymmetries in task dependence: the moderating role of HR practices. Human Resource Management Journal, 27(1), 75-93. https://doi.org/10.1111/1748-8583.12126

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keywords = "asymmetries in task dependence, trust climate, organisational effectiveness, commitment-based HR practices, interdependence theory, power",

author = "{De Jong}, {Simon B.} and Florian Kunze and Heike Bruch",

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KW - commitment-based HR practices

KW - interdependence theory

KW - power

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