Faculty Research in the Management & Organizations Area
We give you a snapshot of
current interest areas for each faculty member in the brief sketches below.
Click on each faculty member's name to connect to a webpage that provides more
details. We also describe the areas of research strength for the department in
the section below the individuals' listings.
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Susan Ashford:
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Leadership and personal effectiveness, voice and issue selling, self-management
practices (feedback seeking, proactivity) and nonstandard work.
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Wayne Baker:
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Values, social capital,
organizations and networks, economic sociology, culture. See
www.waynebaker.org
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Kim S. Cameron:
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Positive Organizational Scholarship, Organizational Effectiveness, Downsizing,
Management Skills, Diagnosing and Changing Organizational Culture.
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Gerald Davis:
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Corporate governance,
organization theory; financial globalization, social networks, social movements,
influence of politics and social networks on corporate governance.
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Scott DeRue: |
Leadership, leader and team development, learning from experience, team
leadership, team learning and adaptation, and team performance. |
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Jane Dutton:
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Positive Organizational Scholarship, High Quality Connections and Relationships
at Work, Compassion and Organizations, Positive Self-Narratives, Thriving at
Work, Issue Selling.
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Andrew J. Hoffman:
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Nature and
dynamics of change within institutional and cultural systems. He applies that
research toward understanding the cultural and managerial implications of
environmental protection and social sustainability for industry.
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Shirli Kopelman: |
Social dilemmas, emotion management, and cross-cultural negotiations.
That is, cooperation versus competition in interdependent intra- and
inter-organizational contexts, strategic display and response to emotions in
social interactions, and negotiating relational and financial processes and
outcomes in a global economy. |
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Fiona Lee:
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How complex events are
understood and communicated within organizations, and how these interpretations
affect working relationships, risk-taking, learning, impressions and
performance.
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Robert Quinn:
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Leadership, vision and
change, management, organization
theory, organizational behavior, organizational change.
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Jeffrey Sanchez-Burks:
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Cross-cultural and international aspects of organizations including
intercultural skills of managers living locally but working globally; emotional
aperture among global leaders; individual-level innovation; and team conflict.
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Lloyd E. Sandelands:
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Determinants and dynamics of social organization.
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Gretchen Spreitzer: |
Positive Organizational Scholarship, Thriving at Work, Empowerment, Leading
Organizational and Personal Change.
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Kathleen M. Sutcliffe: |
Organizing for
resilience and reliability, capabilities for sensing emerging problems and
coping with uncertainty, cognitive and experiential diversity in top management
teams, and team and organizational learning.
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Noel M. Tichy: |
Global leadership.
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James P. Walsh: |
Traditional
questions of corporate governance -- understanding the relationship between
managers and owners as mediated by the board of directors and disciplined by the
market for corporate control -- how society figures in the governance of the
firm, purposes and accountability of the firm, how well society is served by
business activity.
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Karl E. Weick: |
Collective sensemaking under pressure, medical errors, handoffs in extreme events,
high-reliability performance, improvisation and continuous change.
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Janet A. Weiss: |
Public management and
public policy, challenges of public management and the interplay between policy
design and the management of public programs, nonprofit management.
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Lynn Perry Wooten: |
How changes in
workforce demographics and the knowledge economy influence the implementation of
strategic human resource management practices. In addition, she examines how
these human resource management practices affect the performance of
organizations and employee-related outcomes.
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Areas of Research Strength
Faculty in our department are risk takers and innovators, being leaders in
developing new lines of intellectual thought and teaching in the management
field. Here are several strands of research strength:
Within the topic of executive leadership, several of the M&O faculty have
redefined the meaning of leadership focusing on the Fundamental State of
Leadership (Quinn), building a company of leaders (Spreitzer and Quinn), and a
relational perspective on leadership (Baker, Dutton). Several of our faculty
developed the Competing Values Perspective (Cameron and Quinn) on organizational
culture and leadership development that is being used by practitioners and
academics all over the world. Further, they provide research insights into
various skills relevant to leaders such as seeking feedback
(Ashford), enhancing effectiveness (Ashford), managing diversity (Wooten) and
issue selling (Dutton, Ashford). Finally, faculty have developed core leadership
ideas such as developing the leadership engine and leaders as teachers (Tichy)
and have researched core leadership processes such
as how leaders learn from experience (DeRue).
The M&O faculty have also been leaders in the study of corporate governance,
with groundbreaking studies on the dynamics of corporate boards, takeovers,
institutional investor activism, and the influence of mutual funds on corporate
governance, as well as broader examinations of the role of the corporation in
society (Davis, Walsh)
Our faculty have pioneered the domain of research on high reliability
organizing and organizational resilience, opening up entirely new
ways to think about leadership and organizing in ways that reduce errors,
promote reliability and foster resilience. This work on the management of
unexpected evens has been particularly impactful in the wake of crises such as
9/11, Columbia, Hurricane Katrina and SAARS (Sutcliffe, Weick).
The University of Michigan has one of the largest communities of network
researchers in the world, spread among departments from physics and biology
to computer science. M&O faculty in the Ross School have been in the forefront
of applying network analysis to organizations: both how managers build and use
networks within organizations, and how organizations' external networks
influence their strategies and structures (Baker, Davis).
M&O faculty members are also widely recognized for their work on the social
impact of the corporation, from the link between social responsibility and
performance to corporate environmentalism and business initiatives on the AIDS
pandemic (Davis, Hoffman, Walsh).
The faculty in our area have contributed substantially to research on
cross-cultural management and the importance of values for management which
are critical to effective management in a global world (Baker, Kopelman, Lee,
Sanchez-Burks, Sandelands).
The Center for Positive Organizational Scholarship is the global center
for a new view of leadership and management that focuses on how work
organizations foster human and organizational flourishing. The Center produces
research and teaching materials that support this new view of leadership and
management. The Center has expertise in research topics such as human thriving
at work, empowerment, managing from strengths, high quality connections and
energy networks in firms, and organizational virtuousness (Baker, Cameron,
Dutton, Quinn, Spreitzer, Wooten).
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