Understanding Cooperative Partner Choices: The Role of Heavy Work Investment and
Task Interdependence on Cooperative Partner Choice
*NAME*
Student number: *******
Track: Social and Organizational Psychology
Supervisor: MSc. **** ****
First assessor: Dr. **** ****
Second assessor: Dr. **** ****
June, 2024
Vrije Universiteit Amsterdam
, 1
Abstract
Given the growing emphasis on collaboration in modern organisations, understanding factors
that influence the selection of cooperative partners is crucial for enhancing cooperation in the
workplace. This is why the current study investigates the influence of Heavy Work
Investment (HWI) and task interdependence on Cooperative Partner Choice (CPC) within an
organisation. It was hypothesised that individuals who invest heavily in their work have a
higher chance of being chosen as cooperative partners compared to individuals who invest
normally or moderately and that this effect is moderated by task interdependence. The
participants (N = 124) were recruited via Proflic and exposed to all three manipulating levels
of HWI in the vignettes they had to read. Participants were randomly assigned to either the
low or high task interdependence condition. Afterwards, they were asked about their
likelihood of working together with the person they had read about in the vignette. The mixed
ANOVA revealed no significant interaction effect from HWI and task interdependence on
CPC. The main effect of task interdependence on CPC was also not significant. A significant
main effect of HWI on CPC was found, with individuals investing at normal and medium
levels being preferred as cooperative partners compared to those investing heavily. This
means that HWI is negatively influencing CPC, which can conclude that individuals prefer to
work with partners they perceive as investing normal and medium in their work.
Organisations aiming to foster collaboration should therefore consider maintaining balanced
workloads.
, 2
Understanding Cooperative Partner Choices: The Role of Heavy Work Investment and
Task Interdependence on Cooperative Partner Choice
Why do we choose to cooperate with certain colleagues over others? Often the
decision of whom to work with seems straightforward and comes to your mind quickly.
However, what mechanisms are playing a role in choosing this particular partner to work
with? Considering the modern society, with fast-going innovations and connections,
cooperation and teamwork within the organisation are becoming increasingly important.
Individuals are encouraged to work together in schools, universities, and organisations.
Cooperation within organisations has several beneficial consequences, explaining the
emphasis on working together. First, working together provides you with more knowledge
and different perspectives, especially when the cooperation is based on employees from
different functions. Cross-functional cooperation can directly contribute to behaviour that
drives effective knowledge-sharing (Ghobadi & D’Ambra, 2012). Moreover, collaboration
allows individuals with diverse and complementary skills to focus on tasks that align with
their strengths, which enhances productivity (Büyükboyacı & Robbett, 2018). Furthermore,
working together can energise individuals and encourage fostering new perspectives on
solving old problems (Davies, 2000). Lastly, working together leads to increased productivity
and survival of an organisation (Shahid & Azhar, 2013).
To achieve these benefits within a workplace, it is important that organisations
encourage collaboration. In doing so, companies have to understand the concept of
cooperation and how to make it effective within their work environment. An important aspect
that will be given high emphasis in the current study is the individual choice of employees
with whom they will collaborate: Cooperative Partner Choice (CPC). Individuals tend to
cooperate more when they can select their partner themselves, compared to situations where
partners are fixed (Barclay, 2016). Making it important for organisations to let employees
Task Interdependence on Cooperative Partner Choice
*NAME*
Student number: *******
Track: Social and Organizational Psychology
Supervisor: MSc. **** ****
First assessor: Dr. **** ****
Second assessor: Dr. **** ****
June, 2024
Vrije Universiteit Amsterdam
, 1
Abstract
Given the growing emphasis on collaboration in modern organisations, understanding factors
that influence the selection of cooperative partners is crucial for enhancing cooperation in the
workplace. This is why the current study investigates the influence of Heavy Work
Investment (HWI) and task interdependence on Cooperative Partner Choice (CPC) within an
organisation. It was hypothesised that individuals who invest heavily in their work have a
higher chance of being chosen as cooperative partners compared to individuals who invest
normally or moderately and that this effect is moderated by task interdependence. The
participants (N = 124) were recruited via Proflic and exposed to all three manipulating levels
of HWI in the vignettes they had to read. Participants were randomly assigned to either the
low or high task interdependence condition. Afterwards, they were asked about their
likelihood of working together with the person they had read about in the vignette. The mixed
ANOVA revealed no significant interaction effect from HWI and task interdependence on
CPC. The main effect of task interdependence on CPC was also not significant. A significant
main effect of HWI on CPC was found, with individuals investing at normal and medium
levels being preferred as cooperative partners compared to those investing heavily. This
means that HWI is negatively influencing CPC, which can conclude that individuals prefer to
work with partners they perceive as investing normal and medium in their work.
Organisations aiming to foster collaboration should therefore consider maintaining balanced
workloads.
, 2
Understanding Cooperative Partner Choices: The Role of Heavy Work Investment and
Task Interdependence on Cooperative Partner Choice
Why do we choose to cooperate with certain colleagues over others? Often the
decision of whom to work with seems straightforward and comes to your mind quickly.
However, what mechanisms are playing a role in choosing this particular partner to work
with? Considering the modern society, with fast-going innovations and connections,
cooperation and teamwork within the organisation are becoming increasingly important.
Individuals are encouraged to work together in schools, universities, and organisations.
Cooperation within organisations has several beneficial consequences, explaining the
emphasis on working together. First, working together provides you with more knowledge
and different perspectives, especially when the cooperation is based on employees from
different functions. Cross-functional cooperation can directly contribute to behaviour that
drives effective knowledge-sharing (Ghobadi & D’Ambra, 2012). Moreover, collaboration
allows individuals with diverse and complementary skills to focus on tasks that align with
their strengths, which enhances productivity (Büyükboyacı & Robbett, 2018). Furthermore,
working together can energise individuals and encourage fostering new perspectives on
solving old problems (Davies, 2000). Lastly, working together leads to increased productivity
and survival of an organisation (Shahid & Azhar, 2013).
To achieve these benefits within a workplace, it is important that organisations
encourage collaboration. In doing so, companies have to understand the concept of
cooperation and how to make it effective within their work environment. An important aspect
that will be given high emphasis in the current study is the individual choice of employees
with whom they will collaborate: Cooperative Partner Choice (CPC). Individuals tend to
cooperate more when they can select their partner themselves, compared to situations where
partners are fixed (Barclay, 2016). Making it important for organisations to let employees
