Role Conflict and Ambiguity in Complex Organizations¶
Rizzo, J. R., House, R. J., & Lirtzman, S. I. (1970). Role Conflict and Ambiguity in Complex Organizations. Administrative Science Quarterly, 15(2), 150-163.
Cited by¶
1 citation across 1 artifact.
Each citation links to the sentence it supports in the citing article.
Mechanisms¶
- Position Description or Office Mandate
- Its strength is that it dissolves role ambiguity — the strain and dropped work that come when people cannot tell what a position is for or what they may expect from it — and gives every other role artifact a common reference to derive from.
This sourceFinds role ambiguity associated with dysfunctional organizational consequences, anxiety, dissatisfaction, and perceived effectiveness when role requirements are unclear.
- Its strength is that it dissolves role ambiguity — the strain and dropped work that come when people cannot tell what a position is for or what they may expect from it — and gives every other role artifact a common reference to derive from.
Verification¶
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Does it back the claim? Not recorded. The single citation of this work carries no recorded support check.
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Registry ID ref:4f9c8e872d2d · see in the full table