Being on the same page about social rules and norms: Effects of shared relational models on cooperation in work teams

Abstract

In working teams, each member has an individual understanding of the social rules and norms that underlie social relationships in the team, as well as about what behavior is appropriate and what behavior can be expected from others. What happens if the members of a team are not “on the same page” with respect to these social rules and norms? Drawing on relational models theory, which posits four elemental relational models that people use to coordinate their social interactions, we examined the effects of a common understanding of relational models in teams (i.e., “shared relational models”) on various aspects of cooperative and uncooperative behaviors. We hypothesized that a shared understanding of relational models in a team is positively related to justice perception and negatively related to relationship conflict, which are in turn related to helping behavior and knowledge hiding. We conducted a field study, collecting data from 46 work teams (N = 189 total participants) in various organizations, and found support for all proposed hypotheses. Our findings emphasize the importance of a shared understanding of relational models for (un)cooperative behavior in teams, thereby opening a new door for research on relational models in organizations.