Team Lab Research
Journal Articles
DeRue, D.S., Hollenbeck, J.R., Ilgen, D.R., and Feltz, D.L. (in press). A theory of efficacy dispersion and trajectory in teams: Beyond agreement and aggregation. Personnel Psychology.
Barnes, C.M. and Hollenbeck, J.R. (2009). Sleep deprivation in teams: Burning the midnight oil or playing with fire? Academy of Management Review, 34, 56-66.
Beersma, B., Hollenbeck, J.R., Conlon, D.E., Humphrey, S.E., Moon, H., and Ilgen, D.R. (2009). Cutthroat cooperation: The effects of team role decisions on adaptation to alternative reward structures. Organizational Behavior and Human Decision Processes, 108, 131-142.
Barnes, C.M., Hollenbeck, J.R., and Wagner, D.T., DeRue, D.S., Nahrgang, J. & Schwind, K. (2008). Harmful help: The cost of backing up behavior in teams. Journal of Applied Psychology, 93, 529-539.
DeRue, D.S., Hollenbeck, J.R. Johnson, M.D., Ilgen, D.R., and Jundt, D.K. (2008). How different team downsizing approaches influence team-level adaptation and performance. Academy of Management Journal, 51, 182-196.
Homan, A.C., Hollenbeck, J.R. Humphrey, S.E., Van Knippenberg, D., Jundt, D., Meyer, C.J., Ilgen, D.R., Johnson, M.D., and Van Kleef, G. (2008). Facing differences with an open mind: Openness to experience, salience of intra-group differences, and performance of diverse work groups. Academy of Management Journal, 51, 1204-1222.
Moon, H., Hollenbeck, J.R., Marinova, S., & Humphrey, S.E. (2008). Beneath the surface: Uncovering the relationship between extraversion and organizational citizenship behavior through a facet approach. International Journal of Selection and Assessment, 16, 143-154.
DeRue, D.S., & Morgeson, F. P. (2007). Stability and change in person-team and person-role fit over time: The effects of growth satisfaction, performance, and general self-efficacy. Journal of Applied Psychology. 92, 1242-1253.
Ellis, A.P.J. (2006).System breakdown: The role of mental models and transactive memory in the relationship between acute stress and team performance. Academy of Management Journal. 49, 576-589.
Ellis, A.P.J., Ilgen, D.R., & Hollenbeck, J.R. (2006). The effects of team leader race on performance evaluations: An attributional perspective. Small Group Research, 37, 295-322.
Johnson, M.D., Hollenbeck, J.R., Ilgen, D.R., Humphrey, S.E., Meyer, C. J., & Jundt, D. K. (2006). Cutthroat cooperation: Asymmetrical adaptation of team reward structures. Academy of Management Journal, 49, 103-120.
Ellis, A.P.J., Bell, B.S., Ployhart, R.E, Hollenbeck, J.R., & Ilgen, D.R. (2005). An evaluation of generic teamwork skills training with action teams: Effects on cognitive and skill-based outcomes. Personnel Psychology, 58, 641-672.
Porter, C.O.L.H. (2005).Goal Orientation: Effects on Backing Up Behavior, Performance, Efficacy, and Commitment in Teams. Journal of Applied Psychology. 90, 811-818.
Moon, H., Hollenbeck, J.R., Humphrey, S.E., Ilgen, D.R., West, B., Ellis, A., and Porter, C.O.L.H. (2004) Asymmetrical adaptability: Dynamic structures as one-way streets. Academy of Management Journal, 47, 681-696.
Hollenbeck, J.R., DeRue, D.S., and Guzzo, R. (2004). Bridging the gap between I/O research and HR practice: Improving team composition, team training and team task design. Human Resource Management Journal, 4, 353-366.
Moon, H., Hollenbeck, J. R., Humphrey, S., & Maue, B. E. (2003). The tripartite model of neuroticism and the suppression of depression and anxiety within an escalation of commitment dilemma. Journal of Personality, 71, 347-368.
Beersma, B., Hollenbeck, J.R., Humphrey, S.E., Moon, H., Conlon, D.E. and Ilgen, D.R. (2003). Cooperation, competition, and team performance: Towards a contingency approach. Academy of Management Journal, 46, 572-590
Ellis, A., Hollenbeck, J.R., Ilgen, D.R., Porter, C.O. West, B. and Moon, H. (2003) Team learning: Collectively connecting the dots. Journal of Applied Psychology, 88, 821-835.
Porter, C.O., Hollenbeck, J.R., Ilgen, D.R., Ellis, A.P. West, B.J. and Moon, H. (2003). Backing up behaviors in teams: The role of personality and legitimacy of need. Journal of Applied Psychology, 88, 391-403.
LePine JA (2003). Team adaptation and postchange performance: Effects of team composition in terms of members' cognitive ability and personality. Journal of Applied Psychology, 88, 27-39.
Hollenbeck, J. R., Moon, H., Illis, A. P. J., West, B. J., Ilgen, D. R., Sheppard, L., Porter, C. O. H., & Wagner, W. A. III. (2002). Structural contingency theory and individual differences: examination of external and internal person-fit. Journal of Applied Psychology, 87, 599-606.
Phillips, J. M. (2002). Antecedents and consequences of procedural justice perceptions in hierarchical decision-making teams. Small Group Research, 33, 32-64.
LePine, J. A., Hollenbeck, J. R., Ilgen, D. R., Colquitt, J. A., & Ellis, A. (2002). Sex composition, situational strength and team decision accuracy. Organizational Behavior and Human Decision Processes., 88, 445-475.
Colquitt, J. A., Hollenbeck, J. R., Ilgen, D. R., LePine, J. A., & Sheppard, L. (2002). Computer-assisted communication and team decision-making performance: The moderating role of openness to experience. Journal of Applied Psychology, 87, 402-410.
Phillips JM, Douthitt EA, Hyland MM (2001). The role of justice in team member satisfaction with the leader and attachment to the team. Journal of Applied Psychology, 86, 316-325.
LePine, J. A., & Van Dyne, L. (2001). Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential effects of Big-Five personality characteristics and general cognitive ability. Journal of Applied Psychology, 86, 326-336.
Klein, H.J., Wesson, M.J., Hollenbeck, J.R., Wright. P.M., & DeShon, R.P. (2001). The assessment of goal commitment: A measurement model meta-analysis. Organizational Behavior and Human Decision Processes, 85, 32-55.
Moon, H. (2001). The two faces of conscientiousness: Duty and achievement striving in escalation of commitment dilemmas. Journal of Applied Psychology, 86, 533-540.
Moon, H. (2001). Looking forward and looking back: Integrating completion and sunk-cost effects within an escalation-of-commitment process decision. Journal of Applied Psychology, 86, 104-113.
Phillips, J.M. (2001). The role of decision influence and team performance in member self-efficacy, withdrawal, satisfaction with the leader, and willingness to return. Organizational Behavior and Human Decision Processes, 84, 122-147.
Hollenbeck, J.R. (2000). A structural approach to external and internal person-team fit. Applied Psychology: An International Review, 49, 534-549.
LePine, J. A., Colquitt, J. A., & Erez, A. (2000). Adaptability to changing task contexts: Effects of general cognitive ability, conscientiousness, and openness. Personnel Psychology, 53, 563-594.
Ilgen, D. R., & Davis, C. A. (2000). Bearing bad news: Reactions to negative performance feedback. Applied Psychology: An international review, 49, 511-526.
Klein, H.J., Wesson, M.J., Hollenbeck, J.R., & Alge, B.J. (1999). Goal commitment and the goal setting process: Conceptual clarification and empirical synthesis. Journal of Applied Psychology, 64, 885-896.
Fried, Y., Hollenbeck, J.R., Slowik, L.H., Tiegs, R.B., and Ben-David, H.A. (1999). Changes in job decision latitude over time: The influence of personality and interpersonal satisfaction. Journal of Vocational Behavior, 54, 233-243.
Phillips, J. M. (1999). Antecedents of leader utilization of staff input in decision-making teams. Organizational Behavior and Human Decision Processes, 77, 215-242.
Ilgen, D. R. (1999). Teams in organizations: Some implications. American Psychologist, 54, 129-139.
Hattrup, K. (1998). The role of self-perception in reactions to preferential and merit-based hiring. Journal of Applied Social Psychology, 28, 225-234.
Hedlund, J., Ilgen, D. R., & Hollenbeck, J. 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.
Hollenbeck, J. R., Colquitt, J. A., Ilgen, D. R., LePine, J. A., & Hedlund, J. (1998). Accuracy decomposition and team decision-making: Testing theoretical boundary conditions. Journal of Applied Psychology, 83, 494-501.
Hollenbeck, J. R., Ilgen, D. R., LePine, J. A., Colquitt, J. A., & Hedlund, J. (1998). The multilevel theory of team decision-making: Explaining and controlling the decision accuracy of leaders and staff. Academy of Management Journal, 21, 269-282.
LePine, J. A., Hollenbeck, J. R., Ilgen, D. R., & Hedlund, J. (1997). The effects of individual differences on the performance of hierarchical decision making teams: Much more than G. Journal of Applied Psychology, 82, 803-811.
Phillips, J., Hollenbeck, J. R., & Ilgen, D. R. (1996). The prevalence and prediction of positive discrepancy creation: Examining a discrepancy between two self regulation theories. Journal of Applied Psychology, 81, 498-511.
Quinones, M. A. (1995). Pretraining context effects: Training assignment as feedback. Journal of Applied Psychology, 80, 226-238.
Hollenbeck, J. R., Ilgen, D. R., Tuttle, D., & Sego, D. J. (1995). Team performance on monitoring tasks: An examination of decision errors in contexts requiring sustained attention. Journal of Applied Psychology, 80, 685-696.
Hollenbeck, J. R., Ilgen, D. R., Sego, D. J., Hedlund, J., Major, D. A., & Phillips, J. (1995). The multi-level theory of team decision making: Decision performance in teams incorporating distributed expertise. Journal of Applied Psychology, 80, 292-316.
Hollenbeck, J. R., Ilgen, D. R., & Sego, D. J. (1994). Repeated measures regression: Enhancing the power of leadership research. Leadership Quarterly, 5, 3-23.
Hollenbeck, J. R., Ilgen, D. R., Phillips, J., & Hedlund, J. (1994). Decision risk in dynamic two-stage contexts: Beyond the status quo. Journal of Applied Psychology, 79, 592-598.