Some of the material in is restricted to members of the community. By logging in, you may be able to gain additional access to certain collections or items. If you have questions about access or logging in, please use the form on the Contact Page.
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.