Teams are developed by cultural tactics. Glisson & James (2002), states the attitudes of the team members is 86% of reasoning behind turnovers. This same statement can be interpreted as people don’t leave companies, they leave people and many times those are people on the team they belonged to. Breakthrough research from (Erez, 2011) states, team development depends on team interdependence which determines how much team members can and will depend on each other. Teams who depend on each other show signs of trust. If the trust is built the team bond and cohesiveness will be stronger.
Erez, M. (2011). Cross-cultural and global issues in organizational psychology. In S. Bedeck, S.
Bedeck (Eds.), APA handbook of industrial and organizational psychology, Vol 3:
Maintaining, expanding, and contracting the organization (pp. 807-854). Washington,
DC, US: American Psychological Association. doi:10.1037/12171-023
Glisson, C., & James, L. R. (2002). The cross-level effects of culture and climate in human
service teams. Journal of Organizational Behavior, 23, 767–794. doi:10.1002/ job.162
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