Models c2 df c2/df NNFI NFI CFI GFI AGFI RMR RMSEA Model 1a 2217.80 189 11.73 .58 .60 .62 .63 .55 .05 .16 Model 2b 1821.07 188 9.69 .66 .67 .69 .68 .61 .05 .14 Model 3c 1634.50 186 8.79 .69 .70 .73 .71 .64 .05 .13 Model 4d 1235.12 183 6.75 .77 .78 .80 .76 .70 .05 .12 Model 5e 845.19 179 4.72 .84 .85 .85 .82 .77 .05 .09 Model 6f 407.08 174 2.34 .95 .93 .96 .92 .89 .03 .06 Note. NNFI = nonnormrmed fit index; NFI = normed fit index; CFI = comparative fit index;
GFI = goodness-of-fit index; AGFI = adjusted goodness-of-fit index; RMR = root mean square residual; RMSEA = root mean square error of approximation.
a. Model 1 = One factor (all six constructs in this study are grouped as one factor for confir-matory factor analysis).
b. Model 2 = Two factors (except task effectiveness, the other five factors in this study are grouped as a factor).
c. Model 3 = Three factors (interemployee helping, outcome interdependence, task interde-pendence, and expressiveness interdependence are grouped as a factor).
d. Model 4 = Four factors (outcome interdependence, task interdependence, and expressive-ness interdependence are grouped as a factor).
e. Model 5 = Five factors (task interdependence and expressiveness interdependence are grouped as a factor).
f. Model 6 = All six factors.
321
Appendix D Corr elation Matr ix
NameTE1TE2TE3TE4TE5KS1KS2KS3IH1IH2IH3OI1OI2OI3OI4TI1TI2TI3ET1ET2 Mean3.5973.6803.6773.5453.6703.7643.8993.7353.8883.9523.9223.8013.7763.7533.8443.3303.2953.4373.4623.579 Std0.7740.7470.7440.7850.7610.6930.5970.7250.6010.5670.6450.6660.6710.6990.6340.7610.7850.7770.7550.816 TE11.0000.6970.5580.4640.5840.3070.3090.3240.3510.2750.3510.2760.3160.3110.2690.3230.3320.3310.3390.141 TE21.0000.6550.5330.6410.3520.3490.3420.3540.3160.3530.3550.3880.4100.3690.3440.3490.3760.3530.170 TE31.0000.6120.6260.4190.4070.3930.4680.3710.4450.3650.4150.3970.4230.3540.4220.3830.4170.301 TE41.0000.5620.3810.3230.4280.3490.3170.3510.3880.3500.3420.3370.4170.4090.3680.3720.277 TE51.0000.3670.3410.3900.3850.3140.3780.3720.3810.3550.3450.3660.3630.3950.3810.219 KS11.0000.6110.6720.4050.2810.3720.3670.3770.3640.4150.3050.3100.2880.4580.422 KS21.0000.6640.4540.4600.4860.4280.4130.4070.4130.2800.3320.3070.3630.313 KS31.0000.4260.3430.4460.4650.4150.4040.4240.3330.3760.3320.4090.326 IH11.0000.6580.6990.3390.3810.3650.3990.2360.3280.2870.2660.179 IH21.0000.7180.3570.3640.3460.3170.2810.2690.2560.2180.080 IH31.0000.4550.4580.4000.3850.3050.3580.3200.2770.177 OI11.0000.6240.6420.5940.3330.3490.4120.3340.195 OI21.0000.6540.6350.3790.3830.3950.3770.238 OI31.0000.7040.3260.3040.3680.3770.167 OI41.0000.2820.3040.3610.3470.236 TI11.0000.7890.6440.3530.224 TI21.0000.6370.2610.191 TI31.0000.2880.153 ET11.0000.462 ET21.000 ET3 Note. TE = task effectiveness; KS = knowledge sharing; IH = interemployee helping; OI = outcome interdependence; TI = task interdependence; expressiveness interdependence.Acknowledgment
The author would like to thank Mr. Kun-Lin Sung for help with data collection and the support of the National Science Council of the Republic of China, Taiwan.
Declaration of Conflicting Interests
The author(s) declared no conflicts of interest with respect to the authorship and/or publication of this article.
Funding
The author(s) disclosed receipt of the following financial support for the research and/
or authorship of this article:
National Science Council of the Republic of China, Taiwan References
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Bio
Chieh-Peng Lin is an Associate Professor in the Institute of Business & Manage-ment, National Chiao Tung University, Taiwan. His research interests focus on various areas including organizational behavior, consumer behavior and MIS.