{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/93051"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/93051","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"Can connectors change team culture on fluid teams?","abstract":"\"Connectors—likable people with abnormally high motive, ability, and opportunity to develop relationships with lots of different people from different backgrounds (Autrey, Jackson, Klevsky, and Drasgow 2015a)—can help their teams become more effective by enhancing the team processes which significantly impact team outcomes (Autrey, Bauer, Jackson, and Klevsky 2015b). Yet if connectors are a scarce resource, the most effective strategy for assigning them to teams in order to enhance team effectiveness depends on what happens when the connectors leave the team. I hypothesize and find that connectors benefit teams with at least one member not predisposed to cooperate (\"\"less cooperative teams\"\"), and these organizational benefits remain after the connector is replaced by a non-connector. I also find that teams with every member predisposed to cooperate (\"\"more cooperative teams\"\") do not need a connector’s help as much. After the connector leaves, the organizational benefits more cooperative teams obtained from working with a connector revert back to average levels experienced by more cooperative teams. This pattern of results suggests that exposure to connectors may help less cooperative teams because of the cooperative social norms connectors create and leave behind, but may not help more cooperative teams because the benefit requires the connector’s presence. These findings not only have practical implications for organizations with fluid teams, but also theoretical implications for the mechanisms underlying a previously documented connector effect. Specifically, these findings imply that while all teams can benefit from a connector’s presence, only less cooperative teams sustain that benefit via developing healthier social norms.\"","abstract_html":""Connectors—likable people with abnormally high motive, ability, and opportunity to develop relationships with lots of different people from different backgrounds (Autrey, Jackson, Klevsky, and Drasgow 2015a)—can help their teams become more effective by enhancing the team processes which significantly impact team outcomes (Autrey, Bauer, Jackson, and Klevsky 2015b). Yet if connectors are a scarce resource, the most effective strategy for assigning them to teams in order to enhance team effectiveness depends on what happens when the connectors leave the team. I hypothesize and find that connectors benefit teams with at least one member not predisposed to cooperate (""less cooperative teams""), and these organizational benefits remain after the connector is replaced by a non-connector. I also find that teams with every member predisposed to cooperate (""more cooperative teams"") do not need a connector’s help as much. After the connector leaves, the organizational benefits more cooperative teams obtained from working with a connector revert back to average levels experienced by more cooperative teams. This pattern of results suggests that exposure to connectors may help less cooperative teams because of the cooperative social norms connectors create and leave behind, but may not help more cooperative teams because the benefit requires the connector’s presence. These findings not only have practical implications for organizations with fluid teams, but also theoretical implications for the mechanisms underlying a previously documented connector effect. Specifically, these findings imply that while all teams can benefit from a connector’s presence, only less cooperative teams sustain that benefit via developing healthier social norms."","abstract_has_math":false,"creators":["Klevsky, Elena"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Accountancy","degree_department":null,"school":null,"contributors":["Jackson, Kevin E.","Autrey, Romana L","Bauer, Timothy D","Hecht, Gary W.","Somaya, Deepak"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2016,"date_issued":"2016-11-10T18:42:55Z","date_published":"2016-11-10T18:42:55Z","updated_at":"2026-07-22T22:26:35Z","subjects":["Connectors","Cultural Controls","Fluid Teams","Social Norms","Proactive Controls","Reactive Controls"],"languages":["en"],"rights":["Copyright 2016 Elena Klevsky"],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/2142/93051","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Jackson, Kevin E.","Autrey, Romana L","Bauer, Timothy D","Hecht, Gary W.","Somaya, Deepak"]},{"key":"dc:creator","label":"Author","values":["Klevsky, Elena"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2016-11-10T18:42:55Z","2018-11-11T10:15:45Z","2016-07-14","2016-08"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Accountancy"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Connectors","Cultural Controls","Fluid Teams","Social Norms","Proactive Controls","Reactive Controls"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 2016 Elena Klevsky"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/93051"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["\"Connectors—likable people with abnormally high motive, ability, and opportunity to develop relationships with lots of different people from different backgrounds (Autrey, Jackson, Klevsky, and Drasgow 2015a)—can help their teams become more effective by enhancing the team processes which significantly impact team outcomes (Autrey, Bauer, Jackson, and Klevsky 2015b). Yet if connectors are a scarce resource, the most effective strategy for assigning them to teams in order to enhance team effectiveness depends on what happens when the connectors leave the team. I hypothesize and find that connectors benefit teams with at least one member not predisposed to cooperate (\"\"less cooperative teams\"\"), and these organizational benefits remain after the connector is replaced by a non-connector. I also find that teams with every member predisposed to cooperate (\"\"more cooperative teams\"\") do not need a connector’s help as much. After the connector leaves, the organizational benefits more cooperative teams obtained from working with a connector revert back to average levels experienced by more cooperative teams. This pattern of results suggests that exposure to connectors may help less cooperative teams because of the cooperative social norms connectors create and leave behind, but may not help more cooperative teams because the benefit requires the connector’s presence. These findings not only have practical implications for organizations with fluid teams, but also theoretical implications for the mechanisms underlying a previously documented connector effect. Specifically, these findings imply that while all teams can benefit from a connector’s presence, only less cooperative teams sustain that benefit via developing healthier social norms.\"","Submission published under a 24 month embargo labeled 'U of I Access', the embargo will last until 2018-08-01","The student, Elena Klevsky, accepted the attached license on 2016-07-11 at 14:28.","The student, Elena Klevsky, submitted this Dissertation for approval on 2016-07-11 at 14:51.","This Dissertation was approved for publication on 2016-07-14 at 10:30.","DSpace SAF Submission Ingestion Package generated from Vireo submission #9868 on 2016-11-10 at 12:25:09","Made available in DSpace on 2016-11-10T18:42:55Z (GMT). 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Yet if connectors are a scarce resource, the most effective strategy for assigning them to teams in order to enhance team effectiveness depends on what happens when the connectors leave the team. I hypothesize and find that connectors benefit teams with at least one member not predisposed to cooperate (\"\"less cooperative teams\"\"), and these organizational benefits remain after the connector is replaced by a non-connector. I also find that teams with every member predisposed to cooperate (\"\"more cooperative teams\"\") do not need a connector’s help as much. After the connector leaves, the organizational benefits more cooperative teams obtained from working with a connector revert back to average levels experienced by more cooperative teams. This pattern of results suggests that exposure to connectors may help less cooperative teams because of the cooperative social norms connectors create and leave behind, but may not help more cooperative teams because the benefit requires the connector’s presence. These findings not only have practical implications for organizations with fluid teams, but also theoretical implications for the mechanisms underlying a previously documented connector effect. Specifically, these findings imply that while all teams can benefit from a connector’s presence, only less cooperative teams sustain that benefit via developing healthier social norms.\"","Submission published under a 24 month embargo labeled 'U of I Access', the embargo will last until 2018-08-01","The student, Elena Klevsky, accepted the attached license on 2016-07-11 at 14:28.","The student, Elena Klevsky, submitted this Dissertation for approval on 2016-07-11 at 14:51.","This Dissertation was approved for publication on 2016-07-14 at 10:30.","DSpace SAF Submission Ingestion Package generated from Vireo submission #9868 on 2016-11-10 at 12:25:09","Made available in DSpace on 2016-11-10T18:42:55Z (GMT). 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