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Teams scholars have historically conceptualized and measured intragroup conflict at the team level. But emerging evidence suggests that perceptions of intragroup conflict are often not uniform, shared, or static. These findings suggest important questions about the microfoundations of intragroup conflict: Where does conflict within teams originate? And how does it evolve over time? We address these and other questions in three abductive studies. We consider four origination points—an individual, dyad, subgroup, or team—and three evolutionary trajectories—conflict continuity, contagion, and concentration. Study 1, a qualitative study of narrative accounts, and Study 2, a longitudinal social networks study of student teams, reveal that fewer than 30 percent of teams experience team-level conflict. Instead, conflict more commonly originates and persists at individual, dyadic, or subgroup levels. Study 2 further demonstrates that traditional psychometric intragroup conflict scales mask the existence of these various origins and trajectories of conflict. Study 3, a field study of manufacturing teams, reveals that individual and dyadic task conflict origins positively predict team performance, whereas traditional intragroup task conflict measures negatively predict team performance. The results raise serious concerns about current methods and theory in the team conflict literature and suggest that researchers must go beyond team-level conceptualizations of conflict.

This paper introduces the concept of tie vitality, which indicates the durability and accessibility of team member connections after a team has disbanded as an additional measure of team effectiveness. The authors integrate the team and social network literatures to investigate the effects of team relational capital, team advice density, and dyadic similarities on tie vitality. Two field studies of graduate business student teams show that team relational capital—a psychological team-level state reflecting trust, identification, and mutual obligations among teammates—positively relates to tie vitality. Furthermore, team-level advice network density—a structured behavioral pattern of advice seeking and receiving—amplifies the positive relationship between relational capital and tie vitality. Results also indicate that dyad similarity relates to tie vitality, although it varies depending on which demographic characteristics are considered. Overall, findings indicate that the connections made in teams remain active after teams disband, with the extent of vitality depending on qualities developed during the team experience.

Time is a ubiquitous but often omitted variable in career selection decisions. This study investigates the impact of temporal elements on career selection decisions, thus advancing our understanding of both career decision making and the impact of timing on decision making. We investigate the influence of timing and duration of experience with career options on career selection decisions in an archival study using medical residents' rotation schedules. We also investigate factors that mitigate the influence of timing on career selection decisions by examining the interaction of timing with the duration of experience and the diversity of options that an individual experiences. Conditional logit results indicate that decisions often based on career and individual attributes are significantly influenced by the timing and duration of options even when controlling for option attributes. Additionally, significant interactions between timing and diversity of experience and timing and duration of experience revealed boundary conditions for timing. Individuals were more likely to select later-appearing career options when they appeared for a greater duration or when they experienced a greater diversity of options in their schedule. Results illustrate that schedules over which individuals have no control can influence consequential decisions.