The faculty of the Organizational Behaviour area are engaged in a wide range of research projects. Below is a listing of projects by faculty member.
Nancy Adler
How artistically-based processes support 21st century global management and leadership
Investigator: Professor Nancy Adler
Sandra Cha
Walking the Talk: Leadership, Ambiguity, and Perceived Commitment to Organizational Values
Investigator: Assistant Professor Sandra Cha
Description:Theory and experimental research on antecedents and outcomes of hypocrisy attribution in organizations that have articulated shared values. This research integrates literature on organizational values, psychological contracts, behavioural integrity, leadership, and social cognition.
Professional Image Construction Among Asian-American Journalists: Strategies for Leveraging and Countering Stereotypes
Investigator: Assistant Professor Sandra Cha
Co-Investigator: Laura Morgan Roberts, Harvard Business School
Description:Multimethod research paper investigating the self-presentation strategies used by individuals to manage positive and negative stereotypes about their social identity group memberships. This research links together social identity theory and impression management theory.
Mary Dean Lee
Managing Professionals in the 21st Century: The Evolution and Institutionalization of New Work Forms
Investigators: Associate Professor Mary Dean Lee, Co-Investigator: E.E. Kossek, Michigan State University
Description: The primary purpose of this cross-national research project is to promote greater understanding of new forms of work among professionals, especially those that involve decreased work loads or hours of work and continuous defining and re-defining, negotiating and re-negotiating of job boundaries. We will focus primarily on the manager’s role in exploration and integration of these new work forms, as well as in the evolution and institutionalization of these new ways of working in organizations. Research on organizational support for work-life integration to date has tended to focus either on human resource policies or informal organizational culture barriers. This study aims to move the field to the next level. We not only assume that both policies and culture are important; we seek to learn how managers act as agents and conduits of organizational learning and change, as they forge solutions to managing new ways of working in order to assist professionals seeking to be equally effective in both their family and professional roles. The ultimate goal is to glean wisdom and insight from managers with significant experience in managing professionals in new work forms, in order to promote increased adoption and diffusion of these new work forms. We need to learn from these managers, if more employees are going to be working in these new ways, which we know can have important benefits for employees, families, and employers.
