MANAGING Team Centricity in Modern Organizations

Edited by:
James H. Dulebohn, Michigan State University
Brian Murray, University of Dallas
Dianna L. Stone, University at Albany and Virginia Tech

A volume in the series: Research in Human Resource Management. Editor(s): Dianna L. Stone, University at Albany and Virginia Tech. James H. Dulebohn, Michigan State University.

Call for Manuscripts

Proposal Deadline: December 1, 2019

Final Submission: September 1, 2020

We are calling for manuscripts for an upcoming issue of Research in Human Resource Management, a series by Information Age Publishing, tentatively titled Managing Team Centricity in Modern Organizations.

“Participation on global virtual teams grew from 64% (in 2010) to 89% today. That 40% increase is an indication of their importance in the way all business is conducted” (Schell, 2018, p.3). Increasingly, organizations are structuring work around teams (McDowell, Agarwall, Miller, Okamoto, & Page, 2016). This contemporary movement to team-centric structures differs from its historical team or group-behavior roots due to the higher representation by knowledge workers, the impact of virtuality on locational and work design decisions as well as team member interaction, and the recognition that effective leadership and performance management approaches within team-centric organizations may be distinctive (Dulebohn & Hoch, 2017; Dulebohn & Murray, 2019).

“Only 14 percent of executives believe that the traditional organizational model – with hierarchical job levels based on expertise in a specific area – makes their organization highly effective. Instead, leading companies are pushing toward a more flexible, team-centric model” (Bersin, McDowell, Rhanema, & Durme, 2017, p. 2). In Deloitte’s (2016) Global Human Capital Trends, reporting their survey of over 7,000 HR and business leaders in over 130 countries, 92% of respondents said their biggest need is shifting their structures from traditional, functional models to being team centric or a “network of teams.”

Important characteristics of the trend toward team-centric organizational structures are the beliefs about what makes for a more effective team, what types of work can be accomplished better in a team format, how context affects team processes and outcomes, how organizations can effectively transition to a team-centric structure, and the impact of team centricity on organizational agility. For example, researchers and practitioners have conceptually linked some forms of leadership and the alignment of performance management program components, such as goals and feedback, to more effective team performance (Dulebohn & Murray, 2019; Walsch & Volini, 2017). Organization leaders also believe that effective teamwork may enhance the performance of interdependent tasks across functional, cultural and geographic boundaries, increase creativity and innovation through collaboration, and position the organization as more adaptable to change.

This issue in the Research in Human Resource Management series explores contemporary management practices, challenges, and outcomes in the team-centric organization. The objective is to contribute toward (a) defining the current state of the team-centric organization movement conjointly in terms of scholarship and practice, (b) identifying the important, practice-grounded questions with which team-centric organizations or aspirants are struggling, and offering either positive or normative conceptual or theoretic models to inform team implementation, processes, outcomes or improvement, and (c) advancing knowledge, understanding, and insight regarding team inputs, characteristics, context, processes, and outcomes for improved team research and evidence-based management.

We seek manuscripts that will provide a clear grounding in literature and scholarship, offer a compelling conceptual framework or theoretic model, and provide original insight regarding teams, human resource management in team-centric organizations, or the role of team centricity in fostering organizational agility or effectiveness. Either an intra-team or inter-team perspective is welcome, and both are encouraged. All manuscripts must be explicitly grounded in, answer, or grow out of an important, articulated, demonstrated and contemporary issue or phenomenon faced by team-centric organizations or aspirants (see commentary by Polyhart & Bartunek, 2019, for reflections on theory arising from organizational phenomena).

About Research in Human Resource Management (RHRM)
RHRM is an annual peer reviewed research series that is designed to advance theory, research, and practice on Human Resource Management, Organizational Behavior, Industrial and Organizational Psychology and related fields. The series publishes monographs, literature reviews, and new theoretical models designed to foster research on a specific topic. It uses a double blind review process, and a list of editorial board members is provided on the series website.

Please note that it is now listed in Cabell’s Directory, and we have applied to include it in Schimago.

Proposals:
The editors ask all potential authors to submit a short proposal that describes their manuscript. All proposal formatting should comply with APA style guidelines including text and citation format, figures and tables, and references. Proposals should be 3 to 8 pages in length. File format should be .pdf.

Please submit all proposal manuscripts to Brian Murray via email to bmurray@udallas.edu with “RHRM” as well as the first author’s last name in the subject line. Please include all authors’ names and the contact information for the corresponding author in the submission email.

Deadlines:
Proposal Submissions: December 1, 2019
Full Article Submission: September 1, 2020
Final Article: March 1, 2021

Final papers must be no more than 50 pages including references and tables, and must conform to APA Guidelines. Authors will be asked to submit a 200 word bio with their final submission.

We hope that you will make a contribution to this important issue.

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