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In response to increased complexity of work tasks, flatter organizational structures, and changing environmental conditions, organizational work teams must increasingly coordinate efforts across their boundaries and actively manage key relationships external to the team itself. Despite evidence of the importance of these processes-referred to as team boundary spanning-for both team and organizational success, significant gaps exist in our understanding of the nature of team boundary spanning, how and when these behaviors are carried out by teams, and the resulting impacts of team boundary spanning beyond that of enhanced team performance. Therefore, this article seeks to advance knowledge in this area by offering a taxonomy of team boundary spanning actions, reviewing the existing stream of team boundary spanning literature across multiple levels of analysis, and integrating this body of work with findings and perspectives from other boundary spanning research areas so as to stimulate fruitful avenues for future research.

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This theoretical piece advances humility's role in socialized charismatic leadership by considering humility's impact on the behaviors and effectiveness of this type of leadership. First, the authors propose humility as an important but overlooked antecedent to effective socialized charismatic leadership. As described primarily in extant personality and social psychology literatures, humility prevents excessive self-focus and allows for an understanding of oneself, in addition to perspective of one's relationship with others. Second, the effects of humility on the display and effectiveness of three key socialized charismatic leader behaviors are considered. Theoretical contributions and future research directions are discussed.

In this study, we examine two competing perspectives regarding the relative use of high‐investment human resource (HIHR) systems for core and support employees within establishments. Using data from 420 establishments, we compare a universal perspective suggesting that the level of HIHR exposure core employees receive is always greater than the level of exposure for sup‐port employees, with a contingency perspective suggesting that the relative level of exposure for these employee groups is contingent on strategy, HR philosophy, or industry.The results did not provide support for the universal prediction that core employees always receive higher levels of exposure to HIHR systems than support employees within the same establishment. Moreover, while strategy and HR philosophy were positively related to the level of HIHR system use across establishments, they did not influence the relative level of exposure to HIHR systems for core and support employees. Interestingly, however, industry did exert a unique impact such that core em‐ployees received significantly greater exposure to HIHR systems than sup‐port employees in nonmanufacturing firms.There were no significant differ‐ences in exposure for these two groups in manufacturing industries. Implications of the findings are discussed. © 2007 Wiley Periodicals, Inc.

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Since 2000, researchers and practitioners have shown increased interest in humility. This construct has been studied in disciplines ranging from organizational behaviour to positive psychology, culminating in a wealth of information that can now be analysed and reviewed through the lens of humility in organizations. This review begins by reflecting on existing conceptualizations of humility and presenting a summary of findings that reflects a greater consensus in definitional work than some researchers may realize. It then considers the progress that has been made in measuring humility by specifying key measurement strategies. It next synthesizes existing empirical findings on humility to illuminate the uniqueness of the construct. It also shows that researchers have focused on studying dependent variables that exist at multiple organizational levels and that largely comprise pro-social and relational variables, emotional well-being, and learning and performance outcomes. The paper concludes with recommendations for future research.