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Role Conflict and Ambiguity in Complex Organizations
John R. Rizzo, Robert J. House and Sidney I. Lirtzman
Administrative Science Quarterly
Vol. 15, No. 2 (Jun., 1970), pp. 150-163
Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management, Cornell University
Stable URL: http://www.jstor.org/stable/2391486
Page Count: 14
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The literature indicates that dysfunctional individual and organizational consequences result from the existence of role conflict and role ambiguity in complex organizations. Yet, systematic measurement and empirical testing of these role constructs is lacking. This study describes the development and testing of questionnaire measures of role conflict and ambiguity. Analyses of responses of managers show these two constructs to be factorially identifiable and independent. Derived measures of role conflict and ambiguity tend to correlate in two samples in expected directions with measures of organizational and managerial practices and leader behavior, and with member satisfaction, anxiety, and propensity to leave the organization.
Administrative Science Quarterly © 1970 Johnson Graduate School of Management, Cornell University