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Lisa Cohen

Lisa Cohen
Associate Professor, Organizational Behavior
Degree(s): 

PhD, Business Administration, Haas School of Business, University of California, Berkeley, USA
MBA, Fuqua School of Business, Duke University, USA
BA, Sociology, Kalamazoo College, USA

Area(s): 
Organizational Behaviour
Phone: 
+1 514 398 5561
Email Address: 
lisa [dot] cohen2 [at] mcgill [dot] ca
Alternate Email Address: 
linda [dot] foster [at] mcgill [dot] ca
Address: 

Bronfman Building, [Map]
1001 rue Sherbrooke Ouest
Montreal, Quebec
Canada
H3A 1G5

Office: 
540
Biography: 

Prior to joining Desautels, Lisa Cohen has been a faculty member at London Business School, the Yale School of Management and the Graduate School of Management, University of California, Irvine, where she taught in the areas of strategic human resources, organizational behavior and communications, emphasizing developing organizations through people.

Following postgraduate studies at the Fuqua School of Business, Duke University, and the Walter A. Haas School of Business, University of California, Berkeley, Lisa Cohen enjoyed a successful consultancy career. She worked as Principal Consultant at Terranova Consulting Group/Right Management Consultants, a human resource and management consulting firm working to improve organizations’ potential through their people.

Courses: 

ORGB 423 Human Resources Management 3 Credits
    Offered in the:
  • Fall
  • Winter
  • Summer

BUSA 690 Advanced Topics in Mgmt 1 3 Credits
    Offered in the:
  • Fall
  • Winter
  • Summer

Curriculum Vitae: 
Research Areas: 
Human Resource Management
Labour Issues
Labour Market
Organization/Job Structure
Recruitment
Taught previously at: 

London Business School

Yale School of Management

Merage School of Business, University of California-Irvine

Selected Publications : 

Papers in Peer-Reviewed Journals

Cohen, Lisa E.,and Joseph P. Broschak. 2013. “Whose jobs are these? The impact of the proportion of female managers on the number of new management jobs filled by women versus men.” Administrative Science Quarterly, 58: 509-542 . 

Cohen, Lisa E. 2013. “Assembling jobs: A model of how tasks are bundled into and across jobs.” Organization Science, 24: 432-454.

Haveman, Heather A., Joseph P. Broschak, and Lisa E. Cohen. 2009. “Good times, bad times: The impact of organizational dynamics on the careers of male and female managers.” Research in the Sociology of Work, 18: 119-148.

Zatzick, Christopher, Marta M. Elvira, and Lisa E. Cohen. 2003. “When is more better? The effects of racial composition on turnover.” Organization Science, 14:483-496.

Elvira, Marta M. and Lisa E. Cohen. 2001. “Location matters: A cross-level analysis of the effects of organizational sex composition on turnover.” Academy of Management Journal, 44: 591-605.

Cohen, Lisa E., Joseph P. Broschak, and Heather A. Haveman. 1998. “And then there were more? The effect of organizational sex composition on hiring and promotion.” American Sociological Review, 63: 711-727. Reprinted in Wood, John C. (ed.) 2011. Rosabeth Moss Kanter. Taylor & Francis: Abingdon.

Haveman, Heather A., and Lisa E. Cohen. 1994. “The ecological dynamics of careers: The impact of organizational founding, dissolution, and merger on job mobility.” American Journal of Sociology, 100: 104-152.

Chapters in Books

Banks, Cristina G. and Cohen, Lisa. 2004. “Wage and hour litigation: I-O psychology’s new frontier.” In F.J. Landy (Ed), Employment Discrimination Litigation. Jossey- Bass/Pfeiffer.

Cohen, Lisa E., and Barry M. Staw. 1998. “‘Fun’s over. Fact checkers are here’: A Case study of institutionalized dissent in the magazine publishing industry.” Advances in Qualitative Organizational Research, 1: 100-135.

Awards, Honours, and Fellowships: 

Awards

2013: Best paper award from the Administrative Sciences Association of Canada OT division (with Heather Haveman)

2012: Nominee for Dexter Award for best international paper submitted to AOM OMT division

2011: Honorable Mention from ASAC OT division for best paper (with Heather Haveman)

1997: Max Weber Award of the OOW Section of the American Sociological Association for best paper (with Heather Haveman)

1995: Finalist for INFORMS/Organization Science best dissertation award

Fellowships

1996-1997: UC Dissertation Year Fellowship, University of California, Berkeley

1993-1994: Sasakawa Fellowship, Haas School of Business

1992-1993: American Association of College Schools of Business Doctoral Fellowship

1991-1992: VanderWeide Fellowship, Fuqua School of Business

1990-1991: Fuqua School Fellowship, Fuqua School of Business

Grants

2013-2018: SSHRC Insight Grant  

2013: SSHRC Connections Grant for workshop on the Structure and Structuring of Work in and around Organizations

2009-2010: London Business School Research and Materials Development Grant

2008-2010: London Business School Research and Materials Development Grant

2007-2009: London Business School Research and Materials Development Grant

2006-2008: London Business School Research and Materials Development Grant

Current Research: 

In my research I focus on jobs – the set of tasks assembled under an administrative job title – and job structures – the set of jobs assembled into organizational hierarchies, functions, and departments.  Jobs are the fundamental building blocks of organizations, opportunities, and institutions.  Jobs determine what work gets done and by whom. As such, jobs structure organizational action in a constant, ubiquitous manner and shape important outcomes for organizations and their members: productivity, learning, adaptation, innovation, social relations, satisfaction.  My research theorizes and tracks empirically how these jobs and job structures change over time and play a role in shaping organizational opportunity. Building a stronger theoretical and empirical base of understanding about jobs and job structures also builds stronger organizational theory, practice, and policy and informs debate across arenas.  Some of the questions I adress are: how are the building blocks of organizations themselves built? What are the implications of a shifting job structure for organizations? How do events outside of organizations – the Great Recession, globalization, regulation, and new technologies – shape the internal world of work and why do these events have divergent effects across jobs and organizations?

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