Date of Award


Document Type


Degree Name

Doctor of Business Administration (DBA)


Bisk College of Business

First Advisor

Abram L.J. Walton

Second Advisor

Alexander R. Vamosi

Third Advisor

Darrel L. Sandall

Fourth Advisor

William Rankin


This study aimed to integrate existing literature, research, and thinking about team interactions during and after significant events like joint ventures, mergers, or technological changes exhibiting adjourning-like conditions in the team development process. The study of the product development teams representing the light metal forming industry followed the mixed-methods sequential design, including the Straussian approach to grounded theory during the qualitative phase of the study. The quantitative phase of the study included the creation of the Team Interactions Scale, followed by the Exploratory Factor Analysis. Successful verification of the proposed framework stimulated the introduction of the Team Interactions Score, capable of charting the product development trajectory between two significant events. Moreover, the discussion of the Team Interaction Score characteristics enabled the idea of the Dendritic Branching as a potential mechanism for late-stage team development. The speculative CONE principle is the last element introduced during this exploratory study of product development team members’ behavior during and after significant events. The new perspective proposes that the Team Interactions Score before and after the significant event are different and that the potential team development trajectories could also change after the significant event. Such a perspective on team development is not present in the literature available for review. It is also conceivable that the flexibility built into the dendritic branching perspective of team development will enable other researchers to explore other applications for the ideas proposed in this study.


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