We theorize that the effect of membership turnover on group processes and performance depends on a group’s communication network. We describe two mechanisms through which communication networks affect group performance: (1) the number of direct communication paths and (2) the clarity of the coordination logic. These mechanisms map onto two network dimensions: density, which affects a group’s behavior through the number of available communication paths, and centralization, which affects a group’s behavior through the clarity of the coordination logic. We empirically analyze the effects of turnover on the performance of fully connected all-channel networks and hub-and-spoke or wheel networks in an experiment of 109 four-person groups performing two collaborative problem-solving tasks. The greater number of direct communication paths enabled fully connected groups with stable membership to develop stronger transactive memory systems (TMSs) and perform better than fully connected groups that experienced turnover. By contrast, the clear coordination logic of perfectly centralized groups that experienced turnover facilitated more frequent dyadic communication, which enabled them to strengthen their TMSs, incorporate the contributions of new members, and improve their performance. Thus, our results indicate that communication networks condition the effect of membership turnover on group processes and performance. The online appendix is available at https://doi.org/10.1287/orsc.2017.1176 .

Over 60% of decedents in the United States have not given first‐person consent for tissue donation; thus, receiving consent from next‐of‐kin (NOK) is a potentially powerful way to improve access to donor tissues. As a more informed NOK is more likely to consent to tissue donation, we introduced the delivery of two alternative videos that discuss the benefits of donation as part of the donation request. One was an animated, freely available video developed by the US Health Resources and Services Administration, and the other was a customized interview‐based video made in partnership with the Nevada Donor Network. We focused our analysis on studying the effect on White donation rates; many historical factors (in the United States) make the kind of simple, minimal intervention we implemented unlikely to be sufficient to encourage non‐White donation. We found in the field experiment that NOKs were more likely to donate if they viewed either video but that the two videos were not statistically different in their effect. As those who viewed a video may have been predisposed to donate, we additionally performed an online experiment that does not suffer from this endogeneity concern. We found results parallel to those in the field, and based on written comments by participants, we found suggestive evidence that the informational content in the videos was the mechanism that led to increased donation willingness and not emotional connectivity. We have identified a cheap and easy‐to‐implement intervention that could improve tissue availability across the nation.

Transactive memory systems (TMS)—knowledge of who knows what in a group—are often measured based on their Behavioral Indicators: Specialization, Credibility, and Coordination. Though these Behavioral Indicators are frequently used to assess the strength of a TMS, they make up only one of the three categories of TMS’s indicators. The other two are the development of Knowledge within the team and a development of knowledge of who knows what in the team (Meta-Knowledge). Each category of TMS’s indicators contains several indicators, listed in Figure 1. In a series of 3 studies (a total of 223 groups), I investigate the interrelationships between the indicators of TMS and their influence on group performance. In Study 1, I demonstrate that a common manipulation of TMS appears to affect only Credibility and Knowledge Stock; I discuss the implications. In Studies 2 and 3, I present results indicating that Coordination, Knowledge Stock, and Knowledge Differentiation (the extent to which members specialize in different areas) each have a positive relationship on group performance. The findings in this article suggest that TMS’s importance to group performance may be underestimated if only its Behavioral Indicators are assessed. Thus, future articles should consider the inclusion of measures of the Knowledge indicators of TMS—in addition to Behavioral Indicators—to measure TMS.

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