This dissertation hypothesizes the effects of membership change within teams on team coordination and effectiveness. When member change occurs, teams are likely to make attributions relating to how unexpected is the member change, based on the predictability and controllability of that change. The impact of the change (i.e., based on the unexpected nature of that change) on team coordination can be described in terms of flux (i.e., the amount of disruption caused by member change in coordination), and thus, team effectiveness. The membership change and flux-in-coordination relationship is then moderated by the importance of the member leaving the team, referred to as role criticality. The contributions and limitations of these results are discussed, as are directions for future research and practical implications. / A Dissertation submitted to the Department of Management in partial fulfillment of
the requirements for the degree of Doctor of Philosophy. / Degree Awarded: Spring Semester, 2009. / Date of Defense: February 27, 2009. / Teams, Coordination, Effectiveness, Member Change / Includes bibliographical references. / Gerald R. Ferris, Professor Co-Directing Dissertation; Stephen E. Humphrey, Professor Co-Directing Dissertation; Michael Brady, Outside Committee Member; Mark J. Martinko, Committee Member; Chad Van Iddekinge, Committee Member; Timothy Holcomb, Committee Member.
|Contributors||Summers, James K. (authoraut), Ferris, Gerald R. (professor co-directing dissertation), Humphrey, Stephen E. (professor co-directing dissertation), Brady, Michael (outside committee member), Martinko, Mark J. (committee member), Iddekinge, Chad Van (committee member), Holcomb, Timothy (committee member), Department of Marketing (degree granting department), Florida State University (degree granting institution)|
|Publisher||Florida State University|
|Source Sets||Florida State University|
|Format||1 online resource, computer, application/pdf|
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