Johnson, MichaelAwtrey, Eli2018-07-312018-07-312018-07-312018Awtrey_washington_0250E_18506.pdfhttp://hdl.handle.net/1773/42217Thesis (Ph.D.)--University of Washington, 2018Current 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.application/pdfen-USCC BY-NC-NDcollaborationdiversityemergencenetworksperformanceteamsOrganizational behaviorManagementBusiness administrationBusiness administrationThesis