《Perceived job effectiveness in coopetition》.pdf

Computers in Human Behavior 26 (2010) 1598–1606 Contents lists available at ScienceDirect Computers in Human Behavior journal homepage: www.elsevi /locate/comphumbeh Perceived job effectiveness in coopetition: A survey of virtual teams within business organizations Chieh-Peng Lin a,*, Yi-Ju Wang b,c, Yuan-Hui Tsai c, Yu-Fang Hsu d a Institute of Business Management, National Chiao Tung University, Taiwan b Nankai University, China c Department of Finance, Chihlee Institute of Technology, Taiwan d National Yunlin University of Science and Technology, Taiwan a r t i c l e i n f o a b s t r a c t Article history: This study establishes a model by drawing from key postulates and findings under coopetition to explain Available online 14 July 2010 the formation of perceived job effectiveness in team collaboration. In the proposed model, perceived job effectiveness is influenced directly by knowledge sharing, cooperative attitude, and competitive conflict, Keywords: while knowledge sharing is influenced by cooperative attitude and competitive conflict. Accordingly, per- Cooperation ceived job effectiveness is influenced indirectly by shared value, perceived trust and perceived benefit via Competition the mediation of cooperative attitude and competitive conflict. Empirical testing of this model, by inves- Coopetition tigating personnel in information technology (IT) organizations, confirms the applicability of coopetition Knowledge sharing