Abstract
Prior team social network research primarily relied on a static approach and overlooked the dynamic change of team social network over time. Drawing from dynamic stability theory, we argue that external shock, such as the launch of social recognition program manipulated in the present study, could potentially rupture the team social network and leads to performance decline. However, a high shared procedural justice perception right after the experiment intervention is able to mitigate such negative effects. We tested our research in a pretest-posttest field experiment with a control group. In a sample of 50 teams and 439 employees, we randomly selected half teams as experiment group and the other half as control group. One top performer per team in the experiment group received a model worker award and nobody in the control group received the recognition. Utilizing longitudinal modeling techniques, we our core concept of team social network change by the latent change score in top performers...
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