Check out this great special issue of Human Resource Management Review on Creating High Performance Teamwork in Organizations, edited by Thomas A. O’Neill and Eduardo Salas. Available online at


     Did you know that HRMR does not have a manuscript page limit?  Just one of the ways we strive to be author friendly.  Our impact factor is on the rise (3.276 in 2017), so send us your conceptual/theoretical work!   Regards, -Howard 

Cover image Human Resource Management Review 



Human Resource Management Review

Conceptual Development for Future Research

Volume 28, Issue 4, December 2018 


Creating High Performance Teamwork in Organizations

Edited by Thomas A. O’Neill and Eduardo Salas



Creating high performance teamwork in organizations 

by Thomas A. O'Neill, Eduardo Salas 


Structural influences upon coordination and performance in multiteam systems 

By Ramón Rico, Verlin B. Hinsz, Robert B. Davison, Eduardo Salas 


Cross-boundary teaming for innovation: Integrating research on teams and knowledge in organizations 

By Amy C. Edmondson, Jean-François Harvey


Leveraging a team-centric approach to diagnosing multiteam system functioning: The role of intrateam state profiles    

By Marissa L. Shuffler, William S. Kramer, Dorothy R. Carter, Amanda L. Thayer, Michael A. Rosen 


Optimizing team conflict dynamics for high performance teamwork   

By Thomas A. O'Neill, Matthew J.W. McLarnon 


Team trust over time: Modeling reciprocal and contextual influences in action teams    

By Rebecca Grossman, Jennifer Feitosa 


Understanding team maladaptation through the lens of the four R's of adaptation    

By Sarah E. Frick, Keaton A. Fletcher, P. Scott Ramsay, Wendy L. Bedwell 


Teams in transition: An integrative review and synthesis of research on team task transitions and propositions for future research 

By John T. Bush, Jeffery A. LePine, Daniel W. Newton 


Teams in extreme environments: Alterations in team development and teamwork    

By Tripp Driskell, Eduardo Salas, James E. Driskell 


A conceptual framework for leveraging team composition decisions to build human capital    

By Suzanne T. Bell, Shanique G. Brown, Jake A. Weiss


The impact of implicit collective leadership theories on the emergence and effectiveness of leadership networks in teams    

By Charles P.R. Scott, Hairong Jiang, Jessica L. Wildman, Richard Griffith 



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Howard J. Klein, Ph.D. 

Professor of Management and Human Resources 

Editor-in-Chief, Human Resource Management Review

2100 Neil Avenue, Columbus, OH  43210-1144 

Office: (614) 292-0719 / Fax: (614) 292-7062 

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