Managing unit human capital resources: Integrating insights from human resource management and unit leadership literatures.

Unit human capital resources (HCR) are vital to performance across organizational levels. Crucially, the benefits of unit HCR often hinge on resource access and effective resource management. Yet, how units manage HCR remains unclear.

Dynamic team composition: A theoretical framework exploring potential and kinetic dynamism in team capabilities.

Organizations are increasingly called upon to solve complex problems in changing conditions that require the combined knowledge, skills, perspectives, and efforts of multiple individuals. These dynamic situations often require dynamic team composition. Dynamic team composition is sometimes thought of as synonymous to changes in membership, however, we contend that it also can occur through other means including team member development, the alignment between team member capabilities and the team's tasks, and changes in the accessibility to team member capabilities.

Indexing dynamic collective constructs using computer-aided text analysis: Construct validity evidence and illustrations featuring team processes.

Organizational processes have been widely recognized as both multilevel and dynamic, yet traditional methods of measurements limit our ability to model and understand such phenomena. Featuring a popular model of team processes advanced by Marks et al. (2001), we illustrate a method to use individuals' communications as construct valid unobtrusive measures of collective constructs occurring over time.

Informal field-based learning and work design.

U.S. organizations continue to invest most of their learning budgets in formal training and development programs despite estimates that the majority of learning in the workplace happens informally.

Sprinting to the finish: Toward a theory of Human Capital Resource Complementarity.

In traditional work contexts, factors such as individuals' general competencies are used to predict indices of their performance such as yearly performance appraisals. Whereas traditional approaches to predicting individuals' performance focus on differences between individuals, a considerable proportion of variability in performance is attributable to within-person sources. However, we submit that within-person variability in performance may also be attributable to the fact that people work in different contexts.

The evolution of work team research since Hawthorne.

Since the Hawthorne studies of the 1920s and 1930s, there has been tremendous progress in the science and the practice of work group effectiveness. We chronicle the evolution of 3 schools of thought concerning work groups that spawned about the time of those studies. We highlight the different emphases of each perspective and how they eventually merged into an integrated view of teamwork.

A cross-level investigation of informal field-based learning and performance improvements.

Organizations often operate in complex and dynamic environments which place a premium on employees' ongoing learning and acquisition of new competencies. Additionally, the majority of learning in organizations does not take place in formal training settings, but we know relatively little about how informal field-based learning (IFBL) behaviors relate to changes in job performance. In this study, we first clarified the construct of IFBL as a subset of informal learning.