Teams have become increasingly popular in organizations (Devine, Clayton, Philips, Dunford, & Melner, 1999), and the issue of process loss in teams presents a persistent challenge to teamwork and team effectiveness (Karau & Williams, 1993). The present study addresses a basic issue in process loss; namely, team member motivation to contribute personal resources toward individual and team-level goals. This study identified three sources of motivation in teams: Task demands, team attributes, and member traits. Individual motivation increased with task difficulty, increased as deadlines approached, and declined overall with time on task. Team efficacy was positively associated with episodic increases in motivation over time, while cohesion was unrelated to motivation. Trait motivation was positively related, and psychological collectivism negatively related to individual motivation. This relationship persisted over the lifespan of the team. The results of this study have implications for understanding the unique and joint role of individual and contextual influences on team member motivation over time and experience.

Communication technologies have become a central characteristic of workplace functioning. The literature has suggested that the use of these technologies fundamentally changes the manner in which team members interact. The present study sought to reorganize previous research on the impact of virtuality on team emergent states and behavioral processes to elucidate how different degrees of team virtuality shape team functioning, and to investigate the manner in which these relationships differ according to team type, team membership stability, and publication year. Findings from 174 studies (total number of teams = 9204; total N approximately 26,050) suggest that there is not a strong relationship between team virtuality and emergent states and behavioral processes. However, moderator analyses revealed that a reliance on highly virtual tools may be most detrimental to action teams and ad hoc teams. Moreover, findings demonstrate that the degree to which virtuality shapes team transition and action process may be changing over time.

Employee turnover is a major topic of research in organisational behaviour and human resource management. Particularly for health care organisations, employee turnover is a major concern because it produces shortages and unstable staffing, which consequently leads to increases in work demands, which can threaten well-being, job satisfaction and behavioural commitment of individual nurses and consequently the quality of care. High turnover at the collective team level has been considered to be more complex and significant than individual level turnover because of its negative impact on organisational performance and quality of patient care. The study of the consequences of turnover on organisational outcomes over time is important and it has begun to address at the collective level to understand the direct causal effects. However, few have investigated the underlying reasons for the negative effects of team turnover on organisational outcomes. Team turnover has been shown to disrupt normal operation of firms by weakening human resources, loosening social ties among members, and interrupting cooperation and change in assigned duties and responsibilities. There is a critical need to examine the theoretical mechanisms and boundary conditions that drive the effects of team turnover on team outcomes over time. Turnover research is limited in explaining turnover processes and outcomes at team level of analysis over time. The purpose of this research is to examine the effect of team turnover on team performance and team effectiveness outcomes over time by considering the mediating role of team trust, cooperative behaviours, monitoring behaviours and the moderating effect of team cohesion and team support. A model formulated around input-process-output (IPO) was developed, based on operational disruption theory, to test the direct and indirect effects of team turnover on outcomes using four waves of data collected over nine months from 827 nurses nested within 75 teams in two health care organisations, whereas team performance was assessed by supervisor ratings and team effectiveness was assessed by team member ratings. The findings of structural equation modelling showed a direct negative effect of team turnover on team performance and team satisfaction and indirect negative effects of team turnover on team performance, team satisfaction and team commitment. The result showed that team cohesion partially moderated the effect between team turnover and team performance and team satisfaction. Team trust, cooperative behaviour and monitoring behaviour act as multiple meditating roles between team turnover and team performance and effectiveness. The result showed that: (1) team trust fully mediated the effect of team turnover on cooperating behaviour and monitoring behaviour; (2) cooperative behaviour fully mediated the effect of team trust on team performance; and (3) monitoring behaviour fully mediated the effect of team trust on team commitment. The IPO model supported the research hypotheses that team turnover has a negative effect on key interaction processes and that these disruptions negatively influence team performance and team commitment. These findings contribute to further our understanding about team turnover and about the underlying relations between team turnover, processes and outcomes within teams. The findings of this study provide healthcare human resource managers and policy makers with a better understanding of how team turnover effects team performance and effectiveness through trust, cooperative behaviours and monitoring behaviours, as well as cohesion in teams assisting in dealing with negative implications of team turnover. The results of this study also offer advice that can help to implement intervention strategies to retain health care team members by supporting their teams that need to cope with operational disruptions such as human capital resources loss and social capital loss that associate with team turnover. Strengths and limitations of the study are outlined and the directions for future research are highlighted.