Shaping the Future of <scp>HRDQ</scp>: Embracing Growth, Innovation, and Scholarly Rigor

We are truly honored and excited to step into the role of incoming Co-Editors-in-Chief of Human Resource Development Quarterly (HRDQ). Rajashi brings extensive knowledge and experience to the journal, having successfully completed her tenure as the immediate past editor of Human Resource Development International. Toby and Sewon continue their editorial duties and cultivate scholarly networks, strategically positioning the journal within dynamic and interconnected academic communities across disciplines. Our collective commitment to the journal began more than two decades ago—as reviewers, authors, contributors, and editorial team members—and today, it grows even stronger and more passionate. We are privileged to follow in the footsteps of the devoted, humanistic, and visionary past Editors, including Richard Swanson, Gary McLean, Ronald Jacobs, Darlene Russ-Eft, Timothy Hatcher, Baiyin Yang, Andrea Ellinger, Valerie Anderson, Kim Nimon, Jon Werner, Thomas Reio Jr., Mesut Akdere, Toby Egan, and Sewon Kim. They have faithfully nurtured and guided HRDQ over the years. Now in its 36th year since its first publication, HRDQ is ranked as a Social Sciences Citation Index (SSCI) journal in the categories of Industrial Relations & Labor, Management, and Applied Psychology. Our goal is to honor and build on this remarkable legacy, addressing contemporary and emerging issues to advance the field and its scholarship. HRDQ has become a leading venue for disseminating new knowledge in social science and related disciplines, with submission volume increasing significantly in recent years. In response to this trend, we have maintained a multi-associate editor platform with two expanded research approach tracks for our new editorial team. During the recruitment process, we issued an open call for applicants via multidisciplinary channels, such as the Academy of Human Resource Development, Academy of Management, Society for Industrial and Organizational Psychology, and Public Administration-related associations, among others. We also sought collegial recommendations for content and methodological expertise from journal editors and editorial board members. Our selected new editorial team includes: Meera Alagaraja, Bhagyashree Barhate, Kate Black, Taha Hameduddin, Sunghoon Kim, Taehee Kim, Yi-Ling Lai, Jonas Lang, Philseok Lee, Henriette Lundgren, Yoshie Nakamura, Sunyoung Park, Jian-Min (James) Sun, Pattanee Susomrith, Zhen Wang, Bin Wang, Sangok Yoo, and Connie Zheng as associate editors; and Christine Fandrich as managing editor. The journal is housed in the Department of Organization and Leadership at Columbia University, USA. We are thrilled to work with this brilliant editorial team! Additionally, we will continue to enhance and broaden our editorial board to include scholars from human resource development and related disciplines, acknowledging the field's interdisciplinary nature. HRDQ is “the first scholarly journal focused directly on the field of human resource development” (HRDQ n.d.; Swanson 1990). Our journal prioritizes the publication of rigorous, influential, and timely studies with a strong emphasis on empirical research designs. These studies employ five key approaches: quantitative, qualitative, mixed-methods, theoretical, and methodological research, each playing a crucial role in advancing scholarship in human resource and organizational development and relevant contexts (Ellinger 2013; Kim et al. 2022; Reio Jr. 2019; Russ-Eft et al. 2014; Werner et al. 2019; Yang 2010). HRDQ also includes non-refereed sections, such as media reviews and opinion forum papers, fostering open discourse and scholarly interactions among a broad range of professional and academic stakeholders. Our readership includes researchers, professors, academicians, consultants, trainers, managers, human resource professionals, and organizational practitioners. We actively welcome research that explores topics such as training and development, talent management, management and leadership, teams, organizational learning, change management, organizational development and effectiveness, strategy, performance management, knowledge transfer, data analytics, motivation, career development, the global and virtual workplace, critical perspectives, and advanced methodological issues. As HRDQ continues to advance rigorous and impactful research, this issue features four empirical studies that addresses contemporary workplace challenges. The first article, by Cort Rudolph and Hannes Zacher, examines how flexible work arrangements affect employee work-related outcomes, such as professional isolation, work-from-home self-efficacy, and job performance. Using data from 32 monthly measurement waves collected from German employees (n = 994), this study finds that the percentage of time employees work from home generally has nonlinear associations with key work-related outcomes; in some cases, these associations form inverted U-shaped patterns, indicating that “too much of a good thing” can be detrimental. The second article addresses the learning capacity of work teams. Utilizing data from engineering teams (n = 60) in Taiwan's high-tech sector, Kuang-Jung Chen and colleagues examine the role of collective learning efficacy in relation to negative learning emotions, learning goal orientation, and team performance, thereby strengthening collective motivation for team success. The third article investigates the effects of organizational socialization strategies on the identity formation process of newcomers. Nadeem Ahmed Awan and Muhammad Abbas employ a three-wave time-lagged field survey with Pakistani employees (n = 350) and find that organizational socialization positively influences newcomers' perceived social validation (after 2 months), which subsequently enhances their team identity and organizational identity (after 4 months). The study also explores the boundary effects of person-group fit in promoting an effective organizational socialization culture. The fourth article, by Bishakha Mazumdar and colleagues, takes a qualitative approach to understanding the evolving meaning of retirement for bridge employees—retirees who re-enter the workforce. Drawing on interviews with Canadian employees (n = 26), the authors explore how bridge employees reconstruct the meaning of retirement and prioritize self-directed goals during their bridge employment. Collectively, these articles exemplify the high-quality research and scholarly dialogue that characterize HRDQ. We hope this inaugural issue serves as a catalyst for thought, inspires new insights, and encourages further exploration. Finally, we sincerely appreciate the invaluable contributions of our authors, reviewers, and editorial team members who supported this issue, as well as the broader academic and professional communities for their ongoing support in advancing HRDQ and its social impact. Data sharing is not applicable to this article as no new data were created or analyzed in this study.

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