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Group & Organization Management
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Valuing Skill Differences

Perceived Skill Complementarity and Dyadic Helping Behavior in Teams

Aad Oosterhof

University of Groningen, the Netherlands, A.Oosterhof{at}rug.nl

Gerben S. Van der Vegt

University of Groningen, the Netherlands, g.s.van.der.vegt{at}rug.nl

Evert Van de Vliert

University of Groningen, the Netherlands, e.van.de.vliert{at}rug.nl

Karin Sanders

University of Twente, Enschede, the Netherlands, k.sanders{at}gw.utwente.nl

This article reports effects of perceived skill dissimilarity and perceived skill complementarity on dyadic helping behavior using a cross-lagged panel study. Specifically, the authors hypothesize that perceived skill dissimilarity is negatively related, whereas perceived skill complementarity is positively related, to self-rated and peer-rated dyadic helping behavior in teams. The authors compare the effects of both perceptions in a sample of 301 unilateral work relationships within 20 student research teams. The study shows that perceived skill dissimilarity is unrelated to self-rated and peer-rated dyadic helping behavior whereas perceived skill complementarity is positively related to both self-rated and peer-rated dyadic helping behavior.

Key Words: perceived skill dissimilarity • perceived skill complementarity • helping behavior • teams

This version was published on October 1, 2009

Group & Organization Management, Vol. 34, No. 5, 536-562 (2009)
DOI: 10.1177/1059601108331239
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