Editorial: ‘Advancing Boundary Spanning Human Resource Development: A Future Research Agenda for Role and Behavioral-Traits Research’

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Huang J. Hsieh H. (2015). Supervisors as good coaches: Influences of coaching on employees’ in-role behaviors and proactive career behaviors. The International Journal of Human Resource Management, 26(1), 42–58. https://doi.org/10.1080/09585192.2014.940993

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Kislov R. Hyde P. McDonald R. (2017). New game, old rules? Mechanisms and consequences of legitimation in boundary spanning activities. Organization Studies, 38(10), 1421–1444. https://doi.org/10.1177/0170840616679455

Luvison D. Cummings J. L. (2017). Decisions at the boundary: Role choice and alliance manager behaviors. Group & Organization Management, 42(2), 279–309. https://doi.org/10.1177/1059601117696620

McNulty T. Stewart A. (2015). Developing the governance space: A study of the role and potential of the company secretary in and around the board of directors. Organization Studies, 36(4), 513–535. https://doi.org/10.1177/0170840614556919

Mowat J. W. Haar J. Forsyth D. (2026). Refining the measurement of employee coaching frequency and expertise: A mediation study of supervisor-employee coaching relationships, in-role behaviors, and turnover intentions. In Advances in developing human resources. https://doi.org/10.1177/15234223261459984

Qureshi I. Sutter C. Bhatt B. (2018). The transformative power of knowledge sharing in settings of poverty and social inequality. Organization Studies, 39(11), 1575–1599. https://doi.org/10.1177/0170840617727777

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Rosli A. de Silva M. Rossi F. Yip N. (2018). The long-term impact of engaged scholarship: How do SMEs capitalise on their engagement with academics to explore new opportunities? International Small Business Journal, 36(4), 400–428. https://doi.org/10.1177/0266242617749885

Sluss D. M. van Dick R. Thompson B. S. (2011). Role theory in organizations: A relational perspective. In Zedeck S. (Ed.), Building and developing the organization (1, pp. 505–534). American Psychological Association. https://doi.org/10.1037/12169-016

Turner J. R. Du J. Dinh-Trinh L. Kim S. E. Xu X. Ferreira dos Reis G. (2025). HRD practitioner as a boundary spanner: An integrative literature review presenting ten boundary spanner characteristics. Advances in Developing Human Resources. https://doi.org/10.1177/15234223261445573

Usman M. Ogbonnaya C. Roodbari H. Yusuf R. Hirekhan M. (2024). Servant leadership as a catalyst for middle managers’ learning ambidexterity: A resource-based perspective. British Journal of Management, 35(3), 1336–1347. https://doi.org/10.1111/1467-8551.12761

Wang J. (2019). Crossing boundaries: How are we doing in HRD? Human Resource Development Review, 18(4), 407–410. https://doi.org/10.1177/1534484319878966

Yeo R. K. Li J. (2022). Blurring of boundaries between work and home: The role of developmental relationships in the future of work. In: HRD perspectives on developmental relationships: Connecting and relating at work (pp. 305–332): Springer International Publishing.

Yoo S. Jang S. Byun S. W. Park S. (2019). Exploring human resource development research themes: A keyword network analysis. Human Resource Development Quarterly, 30(2), 155–174. https://doi.org/10.1002/hrdq.21336