Abstract
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.
Original language | English |
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Pages (from-to) | 1287-1311 |
Journal | Journal of Management |
Volume | 44 |
Issue number | 4 |
Early online date | 14 Oct 2015 |
DOIs | |
Publication status | Published - 2018 |