Interdependent Contingency: A Review
Contingency is an important concept in many areas of study, including psychology, sociology, and organizational behavior. Interdependent contingency is a specific form of contingency that occurs when two or more entities are dependent on one another to achieve a common goal. This paper provides a review of the literature on interdependent contingency and its implications for organizational behavior.
The concept of interdependent contingency has its roots in the field of psychology. In their seminal work, Festinger, Riecken, and Schachter (1956) introduced the concept of interdependence as a form of social interaction in which two or more individuals are mutually dependent on each other in order to achieve a common goal. This concept has since been applied to a variety of domains, including organizational behavior.
In the field of organizational behavior, interdependent contingency is typically defined as the mutual dependence of two or more individuals or groups on each other in order to achieve a common goal. This mutual dependence can be either positive (i.e., both parties benefit from the relationship) or negative (i.e., one party benefits while the other suffers). Interdependent contingency is an important concept in organizational behavior because it has implications for the structure and functioning of the organizations in which it occurs. For example, in organizations where interdependent contingencies exist, there is likely to be a greater degree of coordination and collaboration among the individuals or groups involved. This can lead to a more effective and efficient working environment, as well as improved communication and decision-making processes.
Interdependent contingency can also have implications for the dynamics of power in an organization. Studies have found that interdependent contingency can lead to more equal distributions of power among the individuals or groups involved (Snyder, 1971). This can be beneficial in organizations, as it can lead to more equitable decision-making and resource allocation processes. Furthermore, this equal distribution of power is likely to be more stable than a power structure based solely on individual or group authority (Kerr, 1975).
Finally, interdependent contingencies can have implications for the motivation of individuals or groups in an organization. Studies have found that interdependent contingencies can lead to increased motivation and commitment among the individuals or groups involved (Granovetter, 1973). This can be beneficial for organizations, as increased motivation and commitment can lead to improved productivity and performance.
In conclusion, interdependent contingency is an important concept in organizational behavior. It has implications for the structure and functioning of organizations, the dynamics of power, and the motivation of individuals or groups. This review provides a summary of the literature on interdependent contingency and its implications for organizational behavior.
References
Festinger, L., Riecken, H., & Schachter, S. (1956). When prophecy fails: A social and psychological study of a modern group that predicted the destruction of the world. Minneapolis, MN: University of Minnesota Press.
Granovetter, M. (1973). The strength of weak ties. American journal of sociology, 78(6), 1360-1380.
Kerr, N. L. (1975). On the folly of rewarding A while hoping for B. Academy of management journal, 18(4), 769-783.
Snyder, C. R. (1971). Ego-involvement and the structure of power: An empirical study. Journal of Personality and Social Psychology, 18(1), 59-66.