John R. Hollenbeck's research while affiliated with Michigan State University and other places
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Publications (164)
Scholars have long wrestled with whether hierarchical differentiation is functional or dysfunctional for teams. Building on emerging research that emphasizes the distinction between power (i.e., control over resources) and status (i.e., respect from others), we aim to help reconcile the functional and dysfunctional accounts of hierarchy by examinin...
Some leaders tend to use their intuition to think and make decisions more than others do. This individual difference (i.e., an intuitive cognitive style) may have important implications for the collectives of people they lead. Unfortunately, scholars lack a clear understanding of the conditions under which intuition is effective, especially in the...
Contemporary organizations commonly use self-managing teams to structure work as a way to achieve competitive advantage. Although diversity on visible demographic characteristics-such as gender-is a critical determinant of team functioning, our knowledge about when and how gender diversity affects performance in self-managing teams is still nascent...
We explore the complexity of salesperson competitiveness and the concept of self-oriented competitiveness (SOC). Study 1 develops and validates a measure of SOC within a nomological network of achievement-related and personality constructs. Study 2 leverages a field experiment with a corporate sales force to explore alternative financial incentive...
Organizations have recognized that effective informal leadership is a source of competitive advantage and invest heavily in leadership development efforts. Moreover, because of historical shifts in the nature of work, this informal leadership often takes the form of inter-unit boundary spanning. Because of these two developments, discretionary boun...
The empirical study of change has proven to be one of the most vexing challenges in organizational science. Fortunately, contemporary methodologies originating from developmental psychology may provide a potential solution and are consequently working their way into the literature. In particular, organizational researchers are increasingly employin...
This symposium showcases multiple team membership (MTM) employee experiences research that examines critical individual and team-level outcomes (e.g., stress, performance, viability, citizenship behavior, and career-related outcomes) in the following two areas: (a) the experiences of MTM employees across their teams (e.g., teamwork quality, team le...
When is a token female's voice incorporated into the actions of a traditionally male-dominated team and to what ends? Drawing from the tokenism, gender stereotypes, and minority influence literatures, we advance a model that specifies the conditions that facilitate token female voice enactment and when enacting her voice enhances team performance....
Within team leadership literature much attention has been given to the role of authority differentiation (the degree to which responsibility for decision-making is vested in a limited number of team members). However, contingencies associated with its effectiveness remain largely unclear. Building on authority differentiation, substitutes for leade...
The purpose of the current study is to develop an integrated theoretical model based upon Social Exchange Theory focused on the simultaneous interplay of leader‐member exchange (LMX) and team‐member exchange (TMX) in team‐based contexts. We propose a model that extends current theories related to social exchange by integrating currently independent...
The advent of wearable sensor technologies has the potential to transform organizational research by creating the unprecedented opportunity to collect continuous, objective, highly granular data over extended time periods. Recent evidence has demonstrated the potential utility of Bluetooth-enabled sensors in identifying emergent networks via co-loc...
This study demonstrates that the initial performance expectations of teams, formed even before members are very familiar with each other or the team’s task, are a key determinant of the team’s ultimate success. Specifically, we argue that such early formed beliefs determine the extent to which teams frame their task as a gain or loss context, which...
This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.
Multiteam systems are large structures of interdependent teams that coordinate via planning before embarking on important projects. Although rarely studied, theory suggests that expression of convergent versus divergent goals and preferences during planning by leadership and component teams matters for multiteam system performance. Addressing this...
Work groups are a vital link between individuals and organizations. Systematic psychological research on the nature and effects of work groups dates back at least to the Hawthorne studies of the 1920s and 1930s. Yet little to none of this work appeared in the Journal of Applied Psychology until the 1950s when groups were treated primarily as foils...
Rapid advances in mobile computing technology have the potential to revolutionize organizational research by facilitating new methods of data collection. The emergence of wearable electronic sensors in particular harbors the promise of making the large-scale collection of high-resolution data related to human interactions and social behavior econom...
In this editorial we discuss the problems associated with HARKing (Hypothesizing After Results Are Known) and draw a distinction between Sharking (Secretly HARKing in the Introduction section) and Tharking (Transparently HARKing in the Discussion section). Although there is never any justification for the process of Sharking, we argue that Tharking...
Multiteam systems (i.e., teams of teams) are frequently used to deal with complex and demanding challenges that require several teams' joint efforts. However, achieving effective horizontal coordination across component teams in these systems remains difficult. Using insights from organizational behavior research, we argue that horizontal coordinat...
Human resource management research has traditionally taken the attribute approach; outcomes are considered to be dependent on attributes of the individuals or attributes of the job itself. However, many of the phenomena and outcomes related to human capital, such as recruiting and onboarding, teamwork and communication, knowledge management, and em...
The literature on teams is filled with many alternative team type taxonomies, and the persistence of so many conflicting taxonomies serves as evidence for the lack of consensus in the field about how to describe and differentiate teams in any standardized way. This paper presents the Team Descriptive Index (TDI) as an approach for rigorous team des...
Multiteam systems are increasingly used by organizations, but are difficult to coordinate effectively. Building from theory on representational gaps, we explain why coordination between teams in multiteam systems can be hindered by inconsistencies that exist between them regarding the definition of shared problems. We argue that frame-ofreference t...
We examine leadership over-emergence, defined as instances when the level of one's leadership emergence is higher than the level of one's leadership effectiveness, in a sample of intact self-managing teams who worked together for a period of seven months. We draw from Gender Role Theory and Expectancy Violation Theory to examine the role of gender...
Bootstrapping is an analytical tool commonly used in psychology to test the statistical significance of the indirect effect in mediation models. Bootstrapping proponents have particularly advocated for its use for samples of 20-80 cases. This advocacy has been heeded, especially in the Journal of Applied Psychology, as researchers are increasingly...
Groups are increasingly conceptualized as self-regulating, adaptive social systems, where time and history play central explanatory roles. Despite this, concepts related to opponent processes, which are central to theories of self-regulation, have been absent from discussions of leadership of groups. In this paper, we introduce the opponent process...
In line with recent work which suggests that multiteam systems benefit from more centralized planning functions relative to stand-alone teams, we examine the importance of centralizing strategic execution (i.e., integrative) functions in multiteam systems. Building from representational gaps theory, we studied the effects of frame-of- reference tra...
This study investigates the role of intrapersonal functional diversity for the performance of multiteam systems (i.e., teams of teams). Based on theoretical perspectives from cognitive psychology, we examine horizontal coordination (i.e., task alignment between different component teams) as a positive and aspirational behavior (i.e., a multiteam sy...
This study examined the impact of three alternative types of goals (specific learning, general “do your best” learning, and specific performance) on team performance. Eighty-four-person teams engaged in an interdependent command and control simulation in which the team goal and task complexity were manipulated. Contrary to research at the individua...
The literature on small stand-alone teams has suggested that decentralization has
predominantly positive features. However, in multiteam systems, the presence of other
highly interdependent teams adds a level of complexity that may preclude generalizing
from teams to multiteam systems. We studied the effects of decentralized planning in
210 multite...
This study revisits the commonplace research conclusion that greater team member collectivism, as opposed to individualism, is associated with higher levels of individual-level performance in teams. Whereas this con-clusion is based on the assumption that work in teams consists exclusively of tasks that are shared, typical teamwork also includes ta...
By definition, teams are made up of multiple, interdependent individuals. The individuals within a team are separate and holistic units with their own identity, but this interdependence also means that the team is a holistic unit with its own separate identity. The dual set of identities embodied in teams creates an inherent figure versus ground co...
We examine how structured reflection through after-event reviews (AERs) promotes experience-based leadership development and how people's prior experiences and personality attributes influence the impact of AERs on leadership development. We test our hypotheses in a time-lagged, quasi-experimental study that followed 173 research participants for 9...
Research on teams has prompted the development of many alternative taxonomies but little consensus on how to differentiate team types. We show that there is greater consensus on the underlying dimensions differentiating teams than there is on how to use those dimensions to generate categorical team types. We leverage this literature to create a con...
In his essay commemorating the famous Hawthorne studies, Harold Leavitt (1975) suggested that people and organizations would be "better off" if groups, not individuals, were the basic building blocks of organi-zations (Hackman, 1987). Since his prophetic essay, the use of groups and teams in organizations has greatly expanded. As the focus of organ...
This study investigated coordinated action in multiteam systems employing 233 correspondent systems, comprising 3 highly specialized 6-person teams, that were engaged in an exercise that was simultaneously "laboratory-like" and "field-like." It enriches multiteam system theory through the combination of theoretical perspectives from the team and th...
We report a within-teams experiment testing the effects of fit between team structure and regulatory task demands on task performance and satisfaction through average team member positive affect and helping behaviors. We used a completely crossed repeated-observations design in which 21 teams enacted 2 tasks with different regulatory focus characte...
Equity theory emphasizes making distinctions between individual contributions to teams and then recognizing these with differentiations in rewards. However, social interdependence theory emphasizes maximizing cooperation in teams by compensating members equally. Several researchers have advocated offsetting the limitations of individually based inc...
In this study, we examined the impact of seeding teams to create maximal and minimal levels of extroversion and conscientiousness variance. Using the theories of complementary and supplementary fit, we make predictions regarding the main and interactive effects of extroversion and conscientiousness variance on performance. Testing our hypotheses in...
This study tested predictions derived from Structural Adaptation Theory (SAT) on the longitudinal effects of centralizing and decentralizing decision-making structures in teams. Results from 93 four-person teams working on a command and control simulation generally supported SAT, documenting that it was more difficult for teams to adapt to a centra...
We challenge the assumption that within-team variability in team efficacy is simply a methodological concern and statistical prerequisite. We do so by developing a theoretical model and research agenda for the study of dispersion in team efficacy. We construct a taxonomy that distinguishes 4 distinct forms of dispersion in team efficacy, discuss th...
Structural Adaptation Theory proposes that it is more difficult for teams to change from competitive to cooperative reward conditions than it is for them to change in the opposite direction, and this has been labeled the cutthroat cooperation effect [Johnson, M. D., Hollenbeck, J. R., Ilgen, D. R., Humphrey, S. E., Meyer, C. J., & Jundt, D. K. (200...
We introduce the construct of sleep deprivation to the team-level management literature
by integrating theory and research on sleep deprivation and group behavior. We
propose that sleep deprivation has a negative monotonic, but nonlinear, influence on
team decision-making accuracy and problem solving. We then propose that task,
structural, and soci...
This study examined how the performance of diverse teams is affected by member openness to experience and the extent to which team reward structure emphasizes intragroup differences. Fifty-eight heterogeneous four-person teams engaged in an interactive task. Teams in which reward structure converged with diversity (i.e., “faultline” teams) performe...
In our recent paper, we illustrated that despite modest levels of inter-rater reliability at the manuscript/journal level, the reliability of career-level assessments in the organizational sciences is very high because the high frequency of evaluations that accumulates into extremely reliable estimates of true scores over time. This is not a subjec...
To date, an empirical link between the broad factor extraversion and organizational citizenship behavior (OCB) has not been found. We propose that a facet conceptualization of extraversion including surgency, sociability and positive emotions predict an individual's level of citizenship behaviors in opposing ways, thus masking the predictive abilit...
Prior research on backing-up behavior has indicated that it is beneficial to teams (C. O. L. H. Porter, 2005; C. O. L. H. Porter et al., 2003). This literature has focused on how backing-up behavior aids backup recipients in tasks in which workload is unevenly distributed among team members. The authors of the present study examined different conte...
Bedeian, Van Fleet, and Hyman offer some data that cast doubt on the qualifications of the reviewers of the flagship journals in our field. Using two alternative measures of authoring success, we found the reviewers of Academy of Management Journal are as a group more accomplished scholars than the authors are as a group. However, we suggest that a...
When I was first approached about writing this specific chapter, I must admit to being a little intimidated by the title I was asked to speak to — particularly because of its assumption that those who occupy editorial roles “develop knowledge.” Even if some do, the thought that I may have ever done this in any of my editor or associate-editor roles...
We recently published an article in which we highlighted a number of issues associated with the use of self-report personality tests in personnel selection contexts (Morgeson et al., 2007). Both Ones, Dilchert, Viswesvaran, and Judge (2007) and Tett and Christiansen (2007) have written responses to this article. In our response to these articles we...
Questions have been raised about the significant influence that weak paradigm development has on the careers of individuals struggling to make a life in the field of organization science. Based on the fact that a weak paradigm leads to low levels of agreement about the quality of any manuscript, it has been suggested that the marketplace for ideas...
Although long thought to be unrelated to job performance, research in the early 1990s provided evidence that personality can predict job performance. Accompanying this research was a resurgence of interest in the use of personality tests in high-stakes selection environments. Yet there are numerous potential problems associated with the current ope...
In this article, the authors argue that there is no one best way to make placement decisions on self-managed teams. Drawing from theories of supplementary and complementary fit, they develop a conceptual model that suggests that (a) maximization principles should be applied to extroversion variance (i.e., complementary fit), (b) minimization princi...
Using attribution theory, this study examined the effects of team leader race on subordinate performance evaluations. The authors found that the team leader’s performance was a major determinant of subordinate performance ratings. However, the team leader’s performance, in combination with race, also affected performance attributions. In high perfo...
To examine social interdependence theory dynamically, we develop a theory of structural adaptation based on "asymmetric adaptability." We suggest that it is more difficult for teams to shift from competitive to cooperative reward structures than from cooperative to competitive structures. We show that teams that switch from competitive to cooperati...
Comments on the original article "The impact of chief executive officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance", by R. S. Peterson et al.. This comment illustrates how small sample sizes, when combined with many statistical tests, can generate unstable parameter estimates an...
Teams are an integral feature of the American workplace; indeed, more than 80% of the Fortune 500 companies make extensive use of work teams. Action teams, pulled together to carry out a particular time-limited function that requires the specialized expertise of its members, are becoming increasingly common. Researchers have noted that the success...
This study evaluated the utility of generic teamwork skills training for enhancing the effectiveness of action teams. Results from 65 4-person action teams working on an interdependent command and control simulator revealed that generic teamwork skills training had a significant and positive impact on both cognitive and skill-based outcomes. Traine...
Individuals working in teams often face an equivocal situation in which attention and effort must be divided between personal endeavors and collective pursuits. We propose that individual differences in two types of individualism-collectivism-utilitarian and ontological-influence how team members resolve this equivocality. Results of a study of the...
This review examines research and theory relevant to work groups and teams typically embedded in organizations and existing over time, although many studies reviewed were conducted in other settings, including the laboratory. Research was organized around a two-dimensional system based on time and the nature of explanatory mechanisms that mediated...