Testing a configural framework of dynamic team task interdependence

Staying competitive in today’s work environment requires balancing efficiency and adaptability. Teams need a guiding structure that keeps their work on track, but they also have to change that structure when their own “set up” starts getting in their way. Despite these challenges, researchers often struggle to find the best way for redesigning teams because of uncertainty over what team structure truly is. In this dissertation, I develop a new concept of structure that involves separating connections between tasks and team members. My new framework shows how leaders and managers can restructure teams in ways that are either beneficial or harmful. Ultimately, I propose that whether the outcome of a restructuring event is “good” or “bad” depends on how team members perceive each other. After testing my ideas about structural change, I find that redesigning teams may alter how people act on their beliefs about peers. Specifically, I find that restructuring a team may encourage people to work closely with their competent peers, whereas failing to restructure a team may encourage people to avoid work with competent peers. My dissertation lays a foundation for understanding a new concept of team structure and provides insights about what leaders and managers can do to ensure that change will leave teams better off.