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PurposeThe purpose of this study is to address two gaps in the existing literature. The first is why some team members have peers depend on them for material, information, and support (referred to as initiated task interdependence) more so than do others, ceteris paribus. The second is the appropriateness of initiated interdependence given a team's composition.Design/methodology/approachIn an ex post facto field study, task interdependence in 267 members of 18 intact teams were examined. The teams worked on complex and inherently interdependent tasks in a high‐technology manufacturing organization.FindingsWhether team members perceived initiated task interdependence was explained by the degree to which members themselves depend on their peers (received interdependence), team members' belief in the value of teamwork, and team members' self‐efficacy for teamwork. As predicted, both collectivism and past job performance were associated with self‐efficacy for teamwork. The relationship between initiated interdependence and individual effectiveness was moderated by the team's collectivist orientation, such that team members were considered relatively effective by their peers when they were high in initiated task interdependence and when their team was composed of collectivists; or when they were low in initiated interdependence and when their team was composed of individualists.Research limitations/implicationsAlthough a one‐factor test suggests that common method bias is not an overriding concern in interpreting our findings, the possibility of common method bias inflating the associates tested cannot be rules out. Also, we cannot say with certainty that exogenous variables "caused" changes in endogenous variables.Practical implicationsStudy findings suggest ways to resolve a lack of task interdependence and the importance of team composition when considering peer performance ratings.Originality/valueThis paper offers a significant contribution to the literature on task interdependence and person‐group fit.

A model of knowledge creation was tested by analyzing the effects of early retirements on social capital, conditions for exchange and combination and social knowledge. The qualitative data obtained from nurses and head nurses from six care units in three hospitals reveal how early retirements shaped various aspects of social capital and the conditions for social capital development. Indications of variations in social knowledge were also evident in much of the data. Further evidence suggests that other management decisions and circumstances compounded the effects of early retirements on the dynamics of social knowledge creation.

RésuméLa présente recherche porte sur les effets de l'horaire flexible sur le roulement et l'absentéisme d'employés ayant des responsabilités parentales. Un devis comparatif avec pairage des sujets selon leur catégorie d'emploi, leur âge et leur sexe a été retenu. Les résultats indiquent que l'horaire flexible n'a pas un effet significatif sur le roulement des employés ayant des responsabilités parentales. Par ailleurs, cet aménagement ne s'avère pas avoir d'effets réducteurs réels sur les congés de maladie de courte durée, congés de maladie pour conjoints et enfants ou sur les absences non rémunérées de courte durée. Les analyses réalisées n'indiquent pas un effet réducteur plus important de l'horaire flexible sur l'absentéisme des femmes que sur celui des hommes. La discussion porte sur l'efficacité de l'horaire flexible comme soutien à l'équilibre emploi‐famille.AbstractThe present research study examines the effects of flexible work schedules on the rate of turnover and absenteeism among employees who have family responsibilities. A comparative research design with pairing of subjects according to their job category, age, and gender was used. Results show that a flexible work schedule does not have a significant effect on the rate of turnover among employees who have family responsibilities. Moreover, this arrangement does not prove to be really effective in reducing short‐term sick leave, sick leave to care for a spouse and children, or short‐term unpaid leave. Women's absenteeism is not reduced more than men's by flexible work schedules. The discussion focuses on flexible work schedules as an effective support for balancing work and the family.