Corinne Bendersky

Associate Professor of Management and Organizations

Phone: (310) 825-1366

Fax: (310) 825-0218

corinne.bendersky@anderson.ucla.edu

A418

Biography

In Corinne Bendersky's research, she tries to understand how phenomena that are generally studied in isolation and/or as static constructs function differently when they are examined in group and organizational contexts and as dynamically evolving processes. She studies workplace conflict, status and justice as well as the production and dissemination of integrative knowledge about organizations. Her contextualized and dynamic perspectives surface overlooked and sometimes counter-intuitive findings about these fundamental aspects of organizations. 

Corinne Bendersky received her Ph.D. from the MIT Sloan School of Management and her B.A. with honors from Oberlin College. She teaches in the UCLA Anderson School's full-time and fully employed MBA programs, and in many of its executive education programs. Dr. Bendersky is the faculty director of HARRT (http://www.harrt.ucla.edu/) and is an experienced mediator, facilitator of group decisions and developer of effective team process interventions.

Teaching Focus
Leadership Foundations (Mgmt. 414a)
Full-time and FEMBA 'Managing and Leading Organizations' (Mgmt. 409)
Leading Teams (Mgmt. 298D)
Executive education seminars on negotiation, leadership and social networks

Education

Ph.D. Management, Sloan School of Management, Massachusetts Institute of Technology
B.A. with honors Oberlin College

Interests

Organizational Behavior

Recognition

Best Empirical Paper: When status conflicts harm and help group performance: Considering the (in)congruence of latent and manifest status conflicts. International Association for Conflict Management, Tacoma, 2013.

Best Theoretical Paper: Bendersky, C. and Hays, N. "The fourth dimension: status conflict in groups." International Association for Conflict Management, 2008.

Bendersky, C. and McGinn, K. (2008). "Incompatible Assumptions: Barriers to Producing Multidisciplinary Knowledge." Best Paper Proceedings, Academy of Management Organization and Management Theory Division.

Long, C., Bendersky, C. and Morrill, C. (2007). "Lying in the Bed That You Make: How Subordinates Monitor Supervisor's Efforts to Promote Fairness." Best Paper Proceedings, Academy of Management Organizational Behavior Division.

Best Empirical Paper: Long, C., Bendersky, C. and Morrill, C. "Fair control: Complementarities between managerial controls and employees' fairness evaluations." Academy of Management Conference, Conflict Management Division, 2006.

Long, C. Bendersky, C. and Morrill, C. (2006). "Fair control: Complementarities between types of managerial controls and employees' fairness evaluations." Best Paper Proceedings, Academy of Management, Conflict Management Division

Best Article or Chapter Published in 2003: Bendersky, C. (2003). "Organizational Dispute Resolution Systems: A complementarities model." Academy of Management Review, 28 (4): 643-656. International Association for Conflict Management, 2005.

Best Presented Paper: "Work Team Formation as Social Order Negotiations." University of California, Davis, Qualitative Research Conference. March 2005.

Best Conflict in Context Paper: "Dispute Resolution System Effectiveness: Complementarities and Mediators." Academy of Management, Conflict Management Division, 2003.

Outstanding Dissertation completed in 2001-2002. International Association for Conflict Management, 2003.

Best Dissertation Award, honorable mention. Industrial Relations Research Association, January 2003.

Best Graduate Student Paper: "Embedded Change Interventions: The role of organizational context in changing workplace conflict behavior." Academy of Management, Conflict Management Division, 2001.

  • Bendersky, C.. (2014). Resolving Ideological Conflicts by Affirming Opponents' Status: The Tea Party, Obamacare and the 2013 government shutdown. Journal of Experimental Social Psychology, 53: 163-168. [ Link ]
  • Bendersky, C. and Shah, N.. (2013). The downfall of extraverts and rise of neurotics: The dynamic process of status allocation in task groups. The Academy of Management Journal, 56 (2): 387 - 406. [ Link ]
  • Bendersky, C. and Shah, N.. (2012). The cost of status enhancement: Performance effects of individual's status mobility in task groups. Organization Science, 23 (2): 308-322.. [ Link ]
  • Bendersky, C. and Hays, N. (2012). Status conflict in groups. Organization Science, 23(2): 323-340.. [ Link ]
  • Long, C., Bendersky, C. and Morrill, C.. (2011). Fairness Monitoring: Linking managerial controls and fairness judgments in organizations. Academy of Management Journal, 55 (5): 1045-1068..
  • Bendersky, C. and Curhan, J. (2009). Dissonance induction in negotiations: Free choice or justification?. Social Cognition, 27(3): 455-474.. [ Link ]
  • Bendersky, C. (2003). Organizational Dispute Resolution Systems: A complementarities model. Academy of Management Review, 28(4): 643-655.. [ Link ]
  • Jehn, K. A. and Bendersky, C. (2003). Intragroup Conflict in Organizations: A Contingency Perspective on the Conflict-Outcome Relationship. Research in Organizational Behavior, 189-244. Amsterdam: Elsevier.. [ Link ]
  • Bendersky, C. (2005). Organizational Influences on Disputants. Handbook of Dispute Resolution., 233-243. (San Francisco: Jossey-Bass).. [ Link ]
  • Rowe, M. and Bendersky, C. (2003). Workplace Justice, Zero Tolerance and Zero Barriers. Negotiations and Change: From the workplace to society, In T. Kochan and D. Lipsky, (Eds.): 117-140, (Ithaca, NY: Cornell University Press). [ Link ]
  • C. Bendersky. (April 24, 2013). The EdTech Revolution for Researchers. Huffington Post, [ Link ]