Research & Areas of Expertise
By integrating high-impact research and experience-based education, our faculty add value to practice and theory. Our research extends managerial understandings, as faculty contribute to leading management journals, advise Fortune 500 leaders and innovative entrepreneurs, and share cutting-edge theory and tools in their course offerings.
Fall 2023
- Eli Awtrey, PhD, assistant professor of management, had his coauthored research paper, "Verdicts, Elections, and Counterterrorism: When Teams Take Unofficial Votes," published in Academy of Management Discoveries.
Spring 2023
- Joanna Campbell, PhD, department head and associate professor of management, coauthored a paper in the Journal of Management, "Hitting the “Grass Ceiling: Golfing CEOs, Exclusionary Schema, and Career Outcomes for Female Executives."
Summer 2022
- Marianne Lewis, PhD, dean and professor of management, cowrote a book titled “Both/And Thinking’: Embracing Creative Tensions to Solve Your Toughest Problems.”
Fall 2022
- Daniel Peat, PhD, assistant professor-educator, coauthored "Where do I belong? Conflicted identities and the paradox of simultaneous stigma and social aggrandizement of military veterans in organizations," which was published in The International Journal of Human Resource Management.
- Campbell, former PhD student Bina Ajay and two coauthors published "The Background on Executive Background: An Integrative Review" in the Journal of Management.
Real-world Business Insights
See our faculty’s research in action as it drives decisions and practices for real-world business problems:
First impressions are a two-way street
Laurens Steed, PhD, Assistant Professor of Management, John and Gloria Goering Professorship in Family & Private Business.
In the post-COVID talent tug-of-war, potential employers are being critically evaluated by job seekers at every stage in the hiring process.
Job seekers’ perceptions begin to form even before they click ‘Apply.’ Advertising, word-of-mouth and overall reputation are strong influences over job seekers’ initial preferences and dispositions toward an organization.
Throughout the recruitment process, applicants appear to use these initial inclinations as a benchmark for comparing other organizations and potential job offers. This can lead to applicants perceiving subsequent job offers as lesser or incomparable to their initial preference.
Takeaways
- Organizations should prioritize quality initial touchpoints with potential hires, even before the formal recruiting process begins, and anticipate where they stand in comparison to their competitors in the eyes of job seekers.
- Job seekers should actively acknowledge and counteract their initial preferences and biases toward their job choices and employ tactics such as ranking or weighing options.
Publication
“Applicant initial preferences: The relationship with job choices,” Personnel Psychology.
Lindner Faculty
Laurens Steed, PhD, Assistant Professor of Management, John and Gloria Goering Professorship in Family & Private Business
Coauthor
Brian W. Swider, PhD, Warrington College of Business, University of Florida
Research Highlights
Joanna Campbell
Joanna Campbell, PhD, department head and associate professor of management, coauthored a paper in the Journal of Management, "Hitting the “Grass Ceiling: Golfing CEOs, Exclusionary Schema, and Career Outcomes for Female Executives," which reveals that businesses with golf-playing CEOs tend to have less diverse executive teams and greater gender pay gaps at the top.
These findings demonstrate that there are still significant obstacles hindering female advancement to executive roles, and efforts must be taken to dismantle these demand-side barriers.
Eli Awtrey
Eli Awtrey, PhD, assistant professor of management, discusses his coauthored research paper, "Verdicts, Elections, and Counterterrorism: When Teams Take Unofficial Votes," which was published in Academy of Management Discoveries.
Awtrey's research explores the implications of different voting methods for group decision-making, and how evidence suggests that multivoting may be a more effective way for groups to make decisions.