This reflective essay reviews the research career of John R. Hollenbeck, focusing on the constructs, theories, samples, and collaborations that stand out upon reflection after a 40-year career studying teams and groups in the organizational sciences. Several lessons learned and recommendations based upon this retrospective reflection are provided for scholars who may just be starting out on such a career.
BeersmaB.HollenbeckJ. R.HumphreyS. E.MoonH.ConlonD. E.IlgenD. R. (2003). Cooperation, competition, and team performance: Towards a contingency approach. Academy of Management Journal, 46, 572–590.
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ChaffinT. D.HeidlR.HollenbeckJ. R.CalantoneR.HoweM.VoorheesC.YuA. (2017). The promise and perils of wearable sensors in organizational research. Organizational Research Methods, 20, 3–31.
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DavisonR. B.HollenbeckJ. R.IlgenD. R.BarnesC. M.SleesmanD. (2012). Coordinated action in multiteam systems. Journal of Applied Psychology, 97, 808–824.
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DeVriesT.HollenbeckJ. R.DavisonR. B.WalterF.Van der VegtG. (2016). Managing coordination in multiteam systems: Integrating micro and macro perspectives. Academy of Management Journal, 59, 1823–1844.
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FarhC.OhJ.HollenbeckJ. R.YuA.LeeS.KingD. (2020). Token female voice enactment in traditionally male-dominated teams: Facilitating conditions and consequences for performance. Academy of Management Journal, 63, 832–856.
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FirthB.HollenbeckJ. R.IlgenD. R.BarnesC. M.MilesJ. (2015). Same page, different books: Extending representational gaps theory to enhance performance in multiteam systems. Academy of Management Journal, 58, 813–835.
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GuoA.HeidlR.HollenbeckJ. R.HoweM. D.YuA. (2022). When discretionary boundary relationships cease becoming discretionary: The impact of closed ties on informal leadership perceptions. Journal of Applied Psychology, 107, 898–916.
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HeJ.-H.XieX.-Y.LingC.-D.FengW. (2023). Look back, move forward: A bibliometric review of team literature. Group Dynamics: Theory, Research, and Practice, 27(1), 1–27. https://doi.org/10.1037/gdn0000192
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HedlundJ.IlgenD. R.HollenbeckJ. R. (1998). The effect of computer-mediated versus face-to-face communication on decision making in hierarchical teams. Organizational Behavior and Human Decision Processes, 76, 30–47.
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HollenbeckJ. R. (2008). The role of editing in knowledge development: Consensus shifting and consensus creation. In BaruchY.KonradA. M.AguinusH.StarbuckW. H. (Eds.), Journal editing: Opening the black box (pp. 16–26). Jossey Bass.
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HollenbeckJ. R.BeersmaB.SchoutenM. (2012). Beyond team types and taxonomies: A dimensional scaling approach to team description. Academy of Management Review, 37, 92–106.
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HollenbeckJ. R.ColquittJ. A.IlgenD. R.LePineJ. A.HedlundJ. (1998). Accuracy decomposition and team decision making: Testing theoretical boundary conditions. Journal of Applied Psychology, 83, 494–501.
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HollenbeckJ. R.EllisA. P. J.HumphreyS. E.GarzaA. S.IlgenD. R. (2011). Asymmetry in structural adaptation: The differential impact of centralizing versus decentralizing team decision-making structures. Organizational Behavior and Human Decision Processes, 114, 64–74.
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HollenbeckJ. R.IlgenD. R.LePineJ. A.ColquittJ. A.HedlundJ. (1998). Extending the multilevel theory of team decision-making: Effects of feedback and experience in hierarchical teams. Academy of Management Journal, 21, 269–282.
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HollenbeckJ. R.IlgenD. R.SegoD.HedlundJ.MajorD. A.PhillipsJ. (1995). The multilevel theory of team decision-making: Decision performance in teams incorporating distributed expertise. Journal of Applied Psychology, 80, 292–316.
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HollenbeckJ. R.IlgenD. R.TuttleD.SegoD. J. (1995). Team performance on monitoring tasks: An examination of decision errors in contexts requiring sustained attention. Journal of Applied Psychology, 80, 685–696.
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HollenbeckJ. R.MoonH.EllisA.WestB.IlgenD. R.SheppardL.PorterC. O.WagnerJ. A. (2002). Structural contingency theory and individual differences: Examination of external and internal person-team fit. Journal of Applied Psychology, 87, 599–606.
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JohnsonM. D.HollenbeckJ. R.DeRueD. S.BarnesC. M.JundtD. (2013). Functional versus dysfunctional team change: Problem diagnosis and structural feedback for self-managed teams. Organizational Behavior and Human Decision Processes, 122(1), 1–11. https://doi.org/10.1016/j.obhdp.2013.03.006
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JohnsonM. D.HollenbeckJ. R.IlgenD. R.HumphreyS. E.MeyerC. J.JundtD. K. (2006). Cutthroat cooperation: Asymmetrical adaptation of team reward structures. Academy of Management Journal, 49, 103–120.
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LanajK.FaulkT.HollenbeckJ. R. (2018). The benefits of not seeing eye-to-eye: Divergence in risk preferences impacts multiteam system behavior and performance. Academy of Management Journal, 61, 1554–1582.
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LanajK.HollenbeckJ. R. (2015). Leadership over-emergence in self-managing teams: The role of gender and countervailing biases. Academy of Management Journal, 58, 1476–1494.
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LanajK.HollenbeckJ. R.IlgenD. R.BarnesC. M.HarmonS. (2013). The double-edged sword of decentralized planning in multiteam systems. Academy of Management Journal, 56, 735–757.
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LePineJ. A.HollenbeckJ. R.IlgenD. R. (1997). Effects of individual differences on the performance of hierarchical decision-making teams: Much more than g. Journal of Applied Psychology, 82, 803–811.
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MoonH.HollenbeckJ. R.HumphreyS. E.IlgenD. R.WestB.EllisA.PorterC. O. L. H. (2004). Asymmetrical adaptability: Dynamic structures as one-way streets. Academy of Management Journal, 47, 681–696.
25.
PorterC. O.HollenbeckJ. R.IlgenD. R.EllisA. P.WestB. J.MoonH. (2003). Backing up behaviors in teams: The role of personality and legitimacy of need. Journal of Applied Psychology, 88, 391–403.
26.
SleesmanD. J.HollenbeckJ. R.DavisonR. B.ScottB. A. (2022). Leader intuition: Good or bad for multiteam system performance? The roles of information load and introversion. Group and Organization Management. Advance online publication.
