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In early 2017, a journalist and search engine expert wrote about "Google's biggest ever search quality crisis." Months later, Google hired him as the first Google "Search Liaison" (GSL). By October 2021, when someone posted to Twitter a screenshot of misleading Google Search results for "had a seizure now what," users tagged the Twitter account of the GSL in reply. The GSL frequently publicly interacts with people who complain about Google Search on Twitter. This article asks: what functions does the GSL serve for Google? We code and analyze 6 months of GSL responses to complaints on Twitter. We find that the three functions of the GSL are: (1) to naturalize the logic undergirding Google Search by defending how it works, (2) perform repair in responses to complaints, and (3) boundary drawing to control critique. This advances our understanding of how dominant technology companies respond to critiques and resist counter-imaginaries.

Interdependence is a defining characteristic of groups and teams. However, a vast range of constructs and conceptualizations for interdependence has left researchers with a dizzying array of frameworks, metrics, and perspectives with which to evaluate interdependence. This situation leaves researchers with little guidance on how to theorize about or measure interdependence. As a solution, we propose a network-based perspective of interdependence. This network-based framework moves beyond network approaches to understanding interdependence that have been proposed in the past in three ways. First, this framework is applied generally to interdependence and not to an isolated form of interdependence. Second, building on previous network-based perspectives of interdependence, we present a procedure to conceptualize a team's interdependent relationships in terms of networks. Third, we utilize the network perspective to present a standardized index of interdependence. Using illustrative examples, we demonstrate the utility of this network-based approach and present various recommendations discussing how these approaches advance the study of interdependence.

Teams operating in isolated, confined, and extreme (ICE) environments are especially rare and difficult to study. Their inaccessibility limits our understanding of the team processes driving effective functioning in ICE environments and our ability to support them. Contributing to this research space, we present a qualitative study of nine teams each deployed to Antarctica during the summer season for approximately six weeks. By analyzing participants' daily journal entries reflecting on their teamwork and experiences, we generate an ecological model of extreme team functioning. Our model integrates individual, team, leadership, and contextual characteristics and processes to demonstrate how team functioning is often idiosyncratic and emerges from co-evolving relationships within and across levels. Our dynamic perspective helps move beyond the input-process-output organizing heuristic that has guided teams research for decades, but is limited in its ability to provide insights for specific teams. We take an idiographic approach to focus on understanding the unique processes of specific teams to provide insights into how to support a particular team and better direct interventions. Importantly, we find that the social relationships within the team are especially pertinent for determining team functioning in this ICE environment and identify team structures that supported positive psychosocial functioning and the role of leadership in fostering those structures. We discuss implications for future research and suggest teams in extreme environments can be better supported through special attention to the idiosyncratic processes of a given team and ensuring their social lives are considered alongside their taskwork.