Abstract

del job ceived job effectiveness is influenced indirectly by shared value, perceived trust and perceived benefit via ed as iders p effectiveness containing both cooperation and competition is rela-tively scarce (Drach-Zahavy & Freund, 2007). The basic philosophy underlying coopetitive relationships in business organizations is that all business activities should aim for the establishment of a beneficial partnership relationship with one another in the organization, including the coworkers who may be considered as a kind of competitor (Zineldin, 2004). Since a cen-this study attempts to consider both cooperation and competition as awhole so that a clear-cut contour about cooperation in influenc-ing perceived job effectiveness can be presented for management. Second, even though the issue of coopetition has been some-what discussed in previous literature, most previous studies put emphasis on face-to-face team members rather than virtual team members. A rapid growing trend in the era of information technol-ogy (IT) is the increased prevalence of virtual teams in which members work collaboratively in geographically dispersed loca-tions, given that advances in IT facilitate communication and the