John R. Hollenbeck

John R. Hollenbeck

Title(s)

Professor
University Distinguished Professor
Eli Broad Professor of Management
Management

Contact Information

430 N. Business Complex
(517) 355-2413

Interests

Team decision making and performance; self-regulation theories of work motivation; and employee separation and acquisition processes

Degree

PhD New York University

Bio

John R. Hollenbeck holds the positions of University Distinguished Professor at Michigan State University and Eli Broad Professor of Management at the Eli Broad Graduate School of Business Administration. Dr. Hollenbeck received his Ph.D. in Management from New York University in 1984. He served as the acting editor at Organizational Behavior and Human Decision Processes in 1995, the associate editor of Decision Sciences from 1999 to 2004, and the editor of Personnel Psychology from 1996 to 2002. He has published over 90 articles and book chapters on the topics of team decision-making and work motivation. According to the Institute for Scientific Information, this body of work has been cited over 3,000 times by other researchers. Dr. Hollenbeck has been awarded over $7 million in external research funding, most of which was granted by the U.S. Department of Defense and the National Science Foundation. Along with Daniel R. Ilgen, he founded the Michigan State University Team Effectiveness Research Laboratory, and this facility has been dedicated to conducting large sample team research since 1991. Dr. Hollenbeck has been awarded fellowship status in both the Academy of Management and the American Psychological Association, and was recognized with the Career Achievement Award by the HR Division of the Academy of Management (2011) and the Early Career Award by the Society of Industrial and Organizational Psychology (1992). At Michigan, State, Dr. Hollenbeck has won several teaching awards including the Michigan State Distinguished Faculty Award, the Michigan State Teacher-Scholar Award, and the Broad MBA Most Outstanding Faculty Member.  

Premier Articles

JournalArticleVolumeYear
Academy of Management ReviewSleep deprivation and decision-making teams: Burning the midnight oil or playing with fire?342009
Academy of Management JournalHow different team downsizing approaches influence team-level adaptation and performance512008
Academy of Management JournalFacing differences with an open mind: Openness to experience, salience of intragroup differences, and peformance of diverse work groups512008
Academy of Management JournalCutthroat cooperation: Asymmetrical adaptation to changes in team reward structures492006
Academy of Management JournalAsymmetric adaptability: Dynamic team structures as one-way streets472004
Academy of Management JournalCooperation, competition, and team performance: Toward a contingency approach462003
Academy of Management JournalExtending the multilevel theory of team decision making: Effects of feedback and experience in...411998