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Harmful Help: The Costs of Backing-Up Behavior in Teams

By Christopher M. Barnes, John R. Hollenbeck, David T. Wagner, Jennifer D. Nahrgang, Kelly M. Schwind, D. Scott Derue, Christopher M. Barnes, John R. Hollenbeck, David T. Wagner, D. Nahrgang, Kelly M. Schwind, Eli Broad and Graduate School

Abstract

Prior research on backing-up behavior has indicated that it is beneficial to teams (C. O. L. H. Porter, 2005; C. O. L. H. Porter et al., 2003). This literature has focused on how backing-up behavior aids backup recipients in tasks in which workload is unevenly distributed among team members. The authors of the present study examined different contexts of workload distribution and found that, in addition to the initial benefits to backup recipients, there are initial and subsequent costs. Backing-up behavior leads backup providers to neglect their own taskwork, especially when workload is evenly distributed. Team members who receive high amounts of backing-up behavior decrease their taskwork in a subsequent task, especially when a team member can observe their workload. These findings indicate that it is important to consider both the benefits and costs of engaging in backing-up behavior

Topics: team performance, backing-up behavior, helping behavior, workload, dependence
Year: 2013
OAI identifier: oai:CiteSeerX.psu:10.1.1.320.2105
Provided by: CiteSeerX
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