The impact of experience and familiarity: An examination in project teams

Date of Completion

January 2007


Business Administration, Management




The current study tested a model of the relationships between shared team experience, team familiarity, liking, processes, emergent states, and performance. Participants were 75 audit teams from a regional public-accounting firm located in the Rocky Mountain region of the United States. Regression analyses indicated that shared team experience was negatively related to team performance. Additionally, it appears that this relationship is made possible through the adverse effect that shared team experience has on interpersonal team processes, which significantly effects team performance via its positive effect on team identity. Team familiarity, on the other hand, did not exhibit a significant direct effect on team performance. However, it appears to have a positive, indirect effect on performance through its effect on interpersonal processes and team identity. Additionally, the current study distinguished between the cognitive and affective (team liking) components of team familiarity. In fact, contrary to the arguments presented, team liking appears to dampen the positive relationship between team familiarity and both action and interpersonal team processes.^