The concepts of workplace social interactions and team effectiveness have garnered a great deal of attention in organizational literature. However, these two concepts are seldom integrated for examination within the offshore technology groups. Drawing from the theory of workplace social exchange, this empirical study was initiated to investigate the relationship between team-member exchange (TMX) and perceived team effectiveness. Data was collected from a sample of 267 offshore IT professionals from the investment banking sector. Overall, results from correlational analyses conducted were consistent with the hypotheses. The results of the quantitative study indicated positive and significant correlations between the quality of TMX and offshore workers' perceptions of team effectiveness. That is, greater peer exchange relationships are more likely to achieve higher levels of job satisfaction, job commitment, trust, job performance and cohesiveness. The findings have advanced the understanding of the importance of offshore coworkers' interactions in relation to the overall team functioning. Practical and theoretical implications and future recommendations for research are presented.
|Adviser||H. Perrin Garsombke|
|Subjects||Management; Information technology; Occupational psychology; Organizational behavior; Banking|
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