Employing Bureaucracy: The Transformation of Work in the Twentieth Century.
Distinguished Professor Sanford Jacoby
Howard Noble Distinguished Professor of Management and Organizations Sanford Jacoby wrote the seminal 1985/2004 book “Employing Bureaucracy: The Transformation of Work in the Twentieth Century.” The book won the George Terry Book Award from the Academy of Management. Combining social and business history with economic analysis, the book demonstrates a shift in the 20th century American workplace from a market-oriented system to a bureaucratic one.
Diversity is What You Want it To Be: How Social Dominance Motives Affect Diversity Construals
Associate Professor Miguel Unzueta (with E.D. Knowles and G.C. Ho)
Psychological Science in 2012
Published in Psychological Science in 2012, the paper’s findings suggest that diversity may not have a fixed meaning and that, without a specific delineation of what the concept means in particular contexts, people may construe diversity in a manner consistent with their social motivations.
Reciprocity by Proxy: A Novel Influence Strategy for Stimulating Cooperation.
Associate Professor and Area Chair Noah Goldstein
Administrative Science Quarterly
Administrative Science Quarterly published an innovative paper written by Associate Professor and Area Chair Noah Goldstein in 2011. Entitled “Reciprocity by Proxy: A Novel Influence Strategy for Stimulating Cooperation,” the paper (with V. Griskevicius and R.B. Cialdini) found that hotel guests were more likely to reuse their towels when the hotel’s environmental conservation program used a reciprocity-by-proxy strategy than when it used an incentive-by-proxy or standard environmental strategy. This confirmed its hypothesis for greater effectiveness over traditional reciprocity, in which benefactors provide direct benefits to target individuals to elicit reciprocity.
Working to Reduce Stigma: Identity Management Strategies in Organizational Contexts
Professor Margaret Shih and Associate Professor Maia Young
Professor Margaret Shih and Associate Professor Maia Young had the opportunity to jointly author a paper (with A. Bucher) that was quite recently published in American Psychologist. The 2013 article, “Working to Reduce Stigma: Identity Management Strategies in Organizational Contexts,” introduces two classes of identity management strategies individuals use to mitigate the negative consequences of discrimination: identity switching (i.e., deemphasizing target identities and recategorizing to a more positively valued identity) and identity redefinition (i.e., stereotype reassociation and regeneration). The paper also outlines steps organizations can take to reduce the need for identity management strategies and to facilitate identity management when necessary.