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For a long time, social network literature has focused on network structure and its effects, thereby paying little attention to how networks themselves form, change/evolve and disappear over time. This, however, has started changing recently, as more network scholars are examining network dynamics and its implications for a whole array of organizational phenomena. While this progress is positive, there is still much to be learned about the processes by which network change occurs, how and why this change affects certain outcomes, and how network and actor attributes coevolve over time. The papers in this symposium address these questions in an attempt to further the development of intra-organizational network dynamics research. The research in this symposium draws on a number of different data sets, including a longitudinal study with employees working in a boutique consultancy firm, a study of student teams engaged in a complex business simulation, a field study of employees working across eight divisions of a large government agency, and a study involving time-stamped email data obtained from a healthcare company. Leader identity and advice seeking in organizations. Author: Andrew Parker; Durham U. Business School Author: Christian Waldstrom; Aarhus U. Should I Stay or Leave? The Effect of Workflow Network Change on Employee Turnover. Author: Rohit Subhash Piplani; U. of Connecticut Author: Theresa M. Floyd; U. of Montana Author: Travis Grosser; U. of Connecticut Author: Kristin Cullen-Lester; U. of Mississippi The Coevolution of Conflict Ties and Team Perceptions Author: Semin Park; U. of Iowa Author: Aaron Schecter; U. of Georgia Performing Well, Connecting Well? Star Performers and Peers Network Evolution. Author: Hongzhi Chen; School of Management, Fudan U. Author: Benjamin B. Dunford; Purdue U. Author: Stefano Tasselli; U. of Exeter Business School Author: Wayne Boss; U. of Colorado Loneliness & Friendship: How Networks Shape Perceptions of Loneliness Author: Vinod Kumar Kothapalli; U. at Buffalo School of Management Author: Prasad Balkundi; U. at Buffalo, The State U. of New York Author: Julie Bowker; U. at Buffalo [ABSTRACT FROM AUTHOR]

Our symposium organizes conceptual and empirical research addressing the microfoundations of team-level constructs. By integrating individuals, dyads, and teams into their theories, each of our collected papers shows how team phenomena cannot be viewed as simple aggregates of member characteristics or interactions. We showcase work which demonstrates how researchers can adopt microfoundations perspectives to better understand how surprising outcomes emerge in groups that are hard to predict based on knowledge of individual members. Talent influx or talent in flux? Performance consequences of types of dynamic team composition Author: Adam A. Roebuck; U. of Massachusetts Lowell Author: Mikhail Alexander Wolfson; U. of Kentucky Author: Peter Gallagher; North Carolina A&T State U. Subgroups via a Co-Evolution Network Framework: A Review of Faultlines, Coalitions, and Cliques Author: Jinhee Moon; Binghamton U.-State U. of New York Author: Chunghyun Oh; Binghamton U.-State U. of New York Author: Chou-Yu Tsai; Binghamton U.-State U. of New York Information Exchange as a Public Good: A Team Development Study Author: Stephen Humphrey; Pennsylvania State U. Author: Federico Aime; Oklahoma State U. Author: Sherry (Qiang) Fu; Colorado State U. Author: Shereen Fatimah; Singapore Management U. Author: Nikos Dimotakis; Oklahoma State U. Team Conflict Resolution When Things are Not Always as They Seem Author: Amanda Ferguson; Northern Illinois U. Author: Stephen L. Jones; U. of Washington, Bothell Author: Randall S Peterson; London Business School Author: Pri Pradhan Shah; U. of Minnesota [ABSTRACT FROM AUTHOR]

Teams are complex systems in which multiple individual members, themselves containing multiple characteristics, are embedded (Arrow, McGrath, & Berdahl, 2000). Team research has historically been dominated by a focus on what is shared across these multiple components, such as aggregations of team member characteristics or perceptions of team processes operationalized through calculating agreement statistics and means. Instead, configurational perspectives on teams and their members recognize the complexity of teams by focusing on the uneven and disproportional effects of member characteristics or processes on team outcomes (Kozlowski & Klein, 2000). Understanding such effects is essential for building upon traditional approaches using shared team constructs to create new knowledge about how teams create synergy amid seemingly limitless potential for chaos and conflict. Moreover, adopting configurational perspectives on teams is increasingly tractable with advances in configurational methodologies (e.g., social networks, faultlines, latent profile analysis, qualitative comparative analysis, and attribute alignment). As such, this panel symposium will 1) generate awareness of configurational perspectives and methods used in team research, 2) share recent advances in the field, and 3) create an opportunity for researchers who are actively working in or interested in this area to collaborate. The format will include an introduction to the topic, brief presentations from the panelists, and an informal Q&A session involving the panelists, their collaborators, and the audience. [ABSTRACT FROM AUTHOR]

Based on and extending the transactive memory system literature, we take a social network approach to develop a configural framework of knowledge specialization and investigate the dynamic relationships among different facets of transactive memory system (i.e., the specialization component and the integration function) and team effectiveness. We also discuss the practical implications of our theoretical framework. We aim to advance TMS theory and the broader teamwork literature by revealing the nuance in knowledge specialization patterns and by explicating the intricacies when aligning the valuable, specialized human capital with task demands through TMS processes. [ABSTRACT FROM AUTHOR]