THE IMPACT OF TEAM FLUIDITY AND ITS IMPLICATIONS FOR HUMAN RESOURCE MANAGEMENT RESEARCH AND PRACTICE

Abstract

Past research involving turnover in work teams has largely focused on turnover as a dependent variable. With the growing trend towards more fluid, project-based teams, the effects of team membership changes on team processes and outcomes are in need of theoretical development and systematic study. Building on previous work by others (e.g. Arrow & McGrath, 1995; Marks, Mathieu & Zacarro, 2001), we develop a framework for understanding the effects of the rate of membership change, or team fluidity, on emergent states and processes in teams. Specifically, we: (a) discuss the theoretical underpinnings of team fluidity; (b) review past team research involving turnover; (c) make theoretically-grounded propositions about the effects of team fluidity on emergent states and process variables as well as additional propositions about boundary conditions; (d) discuss implications for human resource management practices; and (e) identify methodological challenges, including measurement issues, in studying team fluidity.

Citation

Dineen, B.R. and Noe, R.A. (2003), "THE IMPACT OF TEAM FLUIDITY AND ITS IMPLICATIONS FOR HUMAN RESOURCE MANAGEMENT RESEARCH AND PRACTICE", Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 22), Emerald Group Publishing Limited, Leeds, pp. 1-37. https://doi.org/10.1016/S0742-7301(03)22001-6