Recent studies at the dyadic- and team-levels of analyses indicate that asymmetries in task dependence among organizational members can negatively affect work relationships and hinder team learning and team performance. This study takes the abovementioned findings to the next level by investigating whether task dependence asymmetries also negatively influence organizational effectiveness. Moreover, to provide new intervention options, we assess whether creating high goal interdependence among organizational members might prevent such damaging effects. Additionally, to provide more insight into the underlying mechanisms, we assess whether the “buffering” effect of goal interdependence occurs because the climate of trust makes it less likely that asymmetries will be exploited for personal gain. By investigating the above, this study advances contemporary knowledge, as most studies on interdependence theory have focused on lower levels of analyses (e.g., the team or individual level) and have researched either the (in)direct relationships (i.e., the main or mediation effects) or the boundaries within which certain processes occur (i.e., moderated mediation), leaving untested the processes by which the boundaries themselves operate (i.e., mediated moderation). Hypotheses are tested using a multi-source dataset of 76 small- and medium-sized organizations containing the responses of 19,111 employees and top management team members.
