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dc.contributor.advisorJohnson, Michael
dc.contributor.authorAwtrey, Eli
dc.date.accessioned2018-07-31T21:10:04Z
dc.date.available2018-07-31T21:10:04Z
dc.date.submitted2018
dc.identifier.otherAwtrey_washington_0250E_18506.pdf
dc.identifier.urihttp://hdl.handle.net/1773/42217
dc.descriptionThesis (Ph.D.)--University of Washington, 2018
dc.description.abstractCurrent team diversity research is largely equivocal regarding the direct effects of intrateam differences on team processes and performance. In response, scholars encourage a more complex and multi-level approach to understanding this phenomenon. In this dissertation, I contribute to this effort by theorizing an emergent network approach to team diversity—that is, a dynamic, relational and structural approach to interpersonal differences. Given the historical and current emphasis on collective-level theories and measures of diversity in the team literature, I argue that this perspective will provide a more detailed account of the perceptions and behaviors associated with differences within teams. Through this paradigm, I ask two interrelated research questions. First, how does the structure of team diversity impact dyadic task-related collaboration over time within the team? Second, how does the heterogeneity of dyadic collaboration affect team performance? These questions are tested with a combination of archival and laboratory data using stochastic actor-oriented models (SAOMs), which enables the prediction of network evolution over time.
dc.format.mimetypeapplication/pdf
dc.language.isoen_US
dc.rightsCC BY-NC-ND
dc.subjectcollaboration
dc.subjectdiversity
dc.subjectemergence
dc.subjectnetworks
dc.subjectperformance
dc.subjectteams
dc.subjectOrganizational behavior
dc.subjectManagement
dc.subjectBusiness administration
dc.subject.otherBusiness administration
dc.titleThe microdynamics of team diversity and collaboration networks
dc.typeThesis
dc.embargo.termsOpen Access


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