Back to Section Homepage Back to Academics
Link Academic Departments
Link All Course Descriptions
Link My iMpact  
To Executive Education
To Kresge Library
Management & Organizations


  Areas of Research Strength
Faculty in Management and Organizations 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 and 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 (Mayer and Wooten) and issue selling (Dutton and Ashford).  Faculty have developed core leadership ideas such as developing the leadership engine and leaders as teachers (Tichy), have researched core leadership processes such as how leaders learn from experience (DeRue) and how issues of hierarchy and gender affect leadership dynamics (Tost).  Finally, faculty have examined the influence of fair and ethical leaders in organizations (Mayer).

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 and 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 and Weick (Emeritus)].

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 structure (Baker, Sytch and Davis).

The 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 to building an ethical climate in organizations (Davis, Hoffman, Mayer, and 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, and 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, justice and ethics (Baker, Cameron, Dutton, Mayer, Quinn, Spreitzer, and Wooten).