Team turnover can be harmful to a team in many ways. This study examined whether a team’s collective experience (team organizational tenure) attenuates the association between team turnover and task conflict changes. Differing from prior research, our study used a longitudinal design to assess the effects of team turnover, accounting for the competence of those leaving the team. We built on context-emergent turnover theory and tested a random coefficient growth model by utilizing data from 74 health-care teams. We found support for the hypothesized interaction: the more collective experience the team had, the less likely it was that team turnover associated with increases in task conflict. We discuss implications for theory and practice.
Kuypers, A. P. A., Günter, H., & van Emmerik, I. H. (2018). Team turnover and task conflict: A longitudinal study on the moderating effects of collective experience. Journal of Management, 44(4), 1287-1311. https://doi.org/10.1177/0149206315607966