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This paper aims to examine how team familiarity, as a social resource accumulated through vertical and horizontal exchanges, in teams with undifferentiated member roles may satisfy the functional needs of a fluid team by facilitating operational effectiveness and contributing to its financial performance.

To analyze how vertical and horizontal team familiarity impacts team financial job performance, this paper collected three years of archival data from a moving services firm yielding a final sample of 306 moving jobs. This paper used a cross-sectional design and structural equation modeling to test the impact of vertical and horizontal familiarity on team financial job performance.

This paper found empirical evidence that vertical team familiarity affects horizontal team familiarity among teams with undifferentiated member roles. In addition, the analysis shows that horizontal team familiarity positively impacts financial team job performance. Finally, the results indicate that team leaders are capable of indirectly impacting financial job performance through their discretion to influence horizontal familiarity.

This study contributes to a more comprehensive understanding of the role of team familiarity in the organizational practices of organizing and assembling fluid teams with undifferentiated member roles. In particular, organizations relying on these types of fluid teams need to appoint the right leaders that, familiar to team members, allocate the right mix of member familiarity to increase team coordination and team performance.

The purpose of this paper is to offer a perspective on the future of the human resource management (HRM)-performance debate and its prospects for interaction with practice by evaluating the debate's intellectual structure.

With co-citation analysis the paper examines the intellectual structure that informed the HRM-performance debate. The findings were presented to a group of academics, who have been influential in the development of the debate. In several rounds of a quasi-Delphi interaction they discussed the state of the art, future development of the debate, upcoming theoretical sources of inspiration and topics on which they (dis)agreed.

The dominant knowledge domain is built upon resource-based view, social exchange theory, human capital theory, institutional theory and critical perspective. It became well established in the mid 1990s, when the strategic HRM domain merged with the high performance work systems domain, thus forming the conceptual backbone of the debate. More recently the debate has been informed by review studies, meta-analyses and critical reflections on the current methodological paradigms, which is aligned with the debate's life cycle stage.

The paper highlights the theoretical foundations of the HRM-performance debate and gives valuable suggestions on how to take the field forward along with important implications for researchers and their relationship with the business community.

The paper aims to examine structural positions of individuals, especially HR actors (line managers and HR specialists) within relational networks for creating and sharing knowledge and to explore implications for designing and implementing HR practices in knowledge‐intensive firms (KIF).

This article used exploratory research design conducting a single case study of a KIF. Social network analysis (SNA) – network centrality measures and visualization tools – was used to examine the structural position of individuals.

Line managers who are HR actors are centrally positioned within examined knowledge networks, while the HR specialist is not, which implies that the decentralized approach to HRM in KIF can be effective. Results also show that the more operational (instrumental) the information or knowledge flow is, the denser the knowledge networks.

This study provides support for devolution of HRM to the line in KIF. It suggests that HRM could affect the process of knowledge creation and sharing by implementing HR practices through centrally positioned line managers. A limitation of the research is a single case study and observed intensity rather than quality of relations.

SNA appears to be an effective tool for mapping relationships in an organization. Centrally positioned HR actors (especially line managers involved in HRM) in knowledge networks are advantageous for HRM effectiveness only if obstacles to their effectiveness are properly managed. HR specialists should relate strongly to these actors to enable successful design and implementation of HR practices.

The paper applies SNA to the HRM field, thus expanding the traditional view of HRM into examining the position of HR actors in relational networks and exploring their role in effectively executing HR practices.

As founding editors of the Journal of Organizational Effectiveness: People and Performance, this paper welcomes the beginnings of a new academic community. The purpose of this paper is to outline why both academic researchers and organizational practitioners need to enter into and be guided by a new debate and new set of expertise. It signals the sorts of research agendas that need to be addressed in this field.

The paper establishes the future research agenda for organizational effectiveness. It reviews historic literature and traces the development of the field of organizational effectiveness from: early analysis of political judgements about effectiveness; systemic analysis of the intersection of profitability, employee satisfaction and societal value; debates over stakeholder, power, social justice and organizational fitness, resilience and evolution; the importance of mental models of senior managers; how organizations use changes in work system design and business process to modify employee's mental, emotional and attitudinal states; and the use of an architectural metaphor to highlight the locus of value creation perspectives.

There are many echoes of the debates and concerns today in the past. The paper shows how current concerns over strategic and business model change, organization design, talent management, agile and resilient organization, balanced scorecard, employee engagement, advocacy and reputation can be informed, and better contextualized, by drawing upon frameworks that have previously arisen.

The paper argues that the authors must adopt a broad definition of performance, and examine how the achievement of important strategic outcomes, such as innovation, customer centricity, operational excellence, globalization, become dependent on people and organization issues. It signals the need to focus on the intermediate performance outcomes that are necessary to achieve these strategic outcomes, and to examine these performance issues across several levels of analysis such as the individual, team, function, organization and societal (policy) level.

The audience for this paper and the journal as a whole is academics who work on cross-disciplinary research problems, the leading human resource (HR), strategy or performance research centres, and finally senior managers and specialists (not just HR) from the internal centres of expertise inside organizations who wish to keep abreast of leading thinking.

The paper argues the need to combine human resource management perspectives with those from decision sciences, supply chain management, operations management, consumer behaviour, innovation, management cognition, strategic management and its attention to the resource-based view of the firm, dynamic capabilities, business models and strategy as practice. It argues for a broadening of analysis beyond human capital into related interests in social capital, intellectual capital and political/reputational capital, and for linkage of the analysis across time, to place the novelties and contexts of today into the structures of the past.

The paper aims to explore the role of union strategic influence on the adoption of High Performance Work Systems (HPWS) in organisations and examines how the effects of job security and then in turn the industrial relations climate, mediate this relationship in a serial manner.

The research analyses an original quantitative survey of union negotiators and representatives in 382 workplaces in England. The analysis employs structural equation modelling techniques to examine the relationships between union influence, job security, industrial relations climate and HPWS.

Union strategic influence has a positive effect on the take up of HPWS in unionised workplaces. Job security and the industrial relations climate demonstrate a serial mediation effect between union strategic influence and the take up of HPWS: union strategic influence has a positive effect on job security, which in turn positively impacts the industrial relations climate, thereby increasing the likelihood of the adoption of HPWS. The findings for the industrial relations climate are particularly strong.

Findings suggest that organisations will benefit from focussing on the development of positive industrial relations, where unions have genuine strategic influence, because this maximises the likelihood that HPWS can be adopted and sustained.

The paper provides a novel focus on the take up of HPWS within unionised workplaces. It focusses on the role of union strategic influence and the mediating effects of job security and the industrial relations climate, which are contextual factors that have been underexplored in the HPWS literature to date.

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The human side of the job demands–resources (JD-R) model was this study's focus, examining job resources' impact on employees' co-creation intention. It considered employee satisfaction, engagement (vigour, absorption and dedication) and self-construal affect as mediators, with optimism and employee pro-social behaviour as moderators.

In total, 214 responses from a survey questionnaire among service employees in Indonesia and Singapore were analysed with the partial least squares (PLS) method. Moderation and mediation analyses used multi-group analyses and bootstrapping.

Most job resource indicators were found to be significant antecedents of employee co-creation intention. Optimism and pro-social behaviour significantly moderated the relationships between job support, vigour and absorption. A partial mediation effect was evident in the employee satisfaction–engagement relationship. Employees' self-efficacy and self-construal affect had a higher influence on employee co-creation intention than satisfaction or engagement.

The study considered only job resource-based indicators of the JD-R model and not those based on job demands. The moderation effect in the optimism–pro-social behaviour relationship considered job support but not interpersonal relationships and job autonomy.

The study's findings would assist practitioners to motivate employees' co-creation intention through job resources and the employees' self-assessed emotions, such as optimism, pro-social behaviour and self-construal affect.

This study relates the JD-R model's job resources to service employees' co-creation intention, considering self-assessed emotions as mediators, while applying optimism and pro-social behaviour as moderators.

Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these shortages are very real and quite severe.

The purpose of this study is to analyse how professional football clubs have attained success with internationalisation and branding strategies in foreign markets.

Based on an inductive approach, 27 semi-structured interviews were conducted to analyse the perceptions of Ghanaian fans of four English Premier League teams.

The findings of this study highlight that the strength of professional football brand equity is jointly determined by the level of brand awareness, brand loyalty and perceived quality. However, increasing competition in international markets require professional football clubs to clearly define their marketing strategies to improve how fans perceive them.

This paper is one of the few studies to use country-of-origin paradigm and signalling theory to explain football brand equity building, thereby extending the earlier work of Chanavat and Bodet (2009). Its empirical focus on Africa is also unique and provides evidence to suggest that global marketers have the opportunity to capitalise on market expansion opportunities in developing economies.