Our Leadership & Representatives
Matthew Cronin, Division Chair
email@example.com • +1 703-993-1783
Matthew A. Cronin is an associate professor of management at George Mason University. He received his PhD in organizational behavior from Carnegie Mellon University. Matt’s research seeks to understand how collaboration can help produce creative ideas, and what it takes to then bring these ideas to fruition. Innovation begins with a creative idea or notion, and so one stream of his research focuses on the generation of creative ideas, especially how people come to discover useful interactions. Once produced, creative ideas require instantiation in the task environment. Thus the second stream of his research explores the process by which innovative ideas are accepted and implemented by others.
Peter Kim, Division Chair-Elect
firstname.lastname@example.org • +1 213-740-7947
Peter Kim is a professor of management and organizations at the University of Southern California Marshall School of Business. Peter studies the dynamics of interpersonal perceptions and their implications for work groups, negotiations, and dispute resolution. His research has been published in numerous scholarly journals, has received nine national or international awards, and has been featured by numerous media outlets, including the New York Times, Washington Post, and National Public Radio. He serves on the editorial board of Organization Science, Organizational Behavior and Human Decision Processes, and Negotiation and Conflict Management Research. Peter also serves as an associate editor of the Journal of Trust Research. He received a teaching award from Northwestern’s Kellogg School of Management.
Katerina Bezrukova, Program Chair
email@example.com • +1 716-345-3280
Katerina (Kate) Bezrukova is an Associate Professor of Management at the University at Buffalo. Her research interests revolve around teams and groups with topics including group composition, diversity training, group processes, performance, and health. In much of this work, she asks questions about how cliques and rifts within a group, or faultlines, form and change over time and how such divisions affect group productivity. She studies these questions in both lab and field settings, which often involve large multi-method, multi-source, multi-level archival databases. Following on her passion for numbers, she tries to quantify human behavior to predict team chemistry and performance based on a group’s composition or specific faultline combinations. She particularly enjoys applying the faultline framework to solve issues of practical importance such as understanding conflict management and negotiations tactics, building team chemistry in professional sports teams or international space crews that have to operate under unique conditions such as long duration missions to Mars, and helping marginalized people who are tokens in organizations to survive and excel when they are in the minority. Her work appears in Organization Science, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Personnel Psychology, Journal of Organizational Behavior, and other outlets.
Jana Raver, Program Chair-Elect
firstname.lastname@example.org • +1 613-533-3253
Dr. Raver is an Associate Professor and E. Marie Shantz Faculty Fellow in Organizational Behaviour at Smith School of Business, and is also cross-appointed to the Department of Psychology. She is an authority on interpersonal relations and group processes at work, with a specific emphasis upon the ways in which employees support each other and build high-performance environments (e.g., helping, promoting learning) versus engage in counterproductive actions that undermine each other (e.g., harassment, bullying, relationship conflicts). Professor Raver’s scholarship in this area has been internationally recognized through best paper awards from the Academy of Management and from the International Association of Conflict Management (IACM), and her work on these topics has been published in prestigious outlets including the Academy of Management Journal and the Academy of Management Review. A second area of Professor Raver’s expertise pertains to workplace diversity and cultural differences, where her current focus is on the integration of diverse or dissimilar employees into work groups and organizations. Her work has also included cross-cultural investigations of conflict processes and societal control systems. Her scholarship in this domain has also earned awards, including the Outstanding Article Award from IACM, and has been published in the Journal of Applied Psychology, Human Resource Management Review, and in several book chapters. Professor Raver has worked with a number of organizations from both the private and public sectors in the U.S. and Canada. She is also regularly invited to speak about building positive organizational cultures, teams, workplace harassment, conflict, and diversity to associations of academics, policy makers, and employees. Her work has been profiled in media outlets including The Globe & Mail, the National Post, and the Chicago Tribune. Professor Raver teaches courses in human resource management, organizational behaviour, and group processes that span academic programs (Commerce, MBA, MSc, PhD). She is also actively involved in professional service, including serving on the Editorial Board of Negotiation and Conflict Management Journal and acting as an ad-hoc reviewer for numerous top-tier journals. Professor Raver completed her Ph.D. in Industrial and Organizational Psychology from the University of Maryland.
Mara Olekalns, Division Past Chair
M.Olekalns@mbs.edu • +61-3-9349-8146
Mara Olekalns is a professor of management at the Melbourne Business School. Mara’s expertise is within the fields of negotiation and conflict resolution. Her research has three broad themes. The first theme, focused on negotiators’ communication patterns, investigates the relationship between contextual variables, negotiators’ strategy choices, and their outcomes. In an extension of this research, she has investigated how trust affects the use of deception in negotiation. The second theme focuses on turning points in negotiation, and addresses the question of when trust buffers negotiators against unexpected and adverse events during a negotiation. The third theme centers on gender stereotypes and violations in negotiation. In this research, she investigates the conditions under which women protect or erode trust when they negotiate. Mara’s research is published in the Academy of Management Journal, Human Communication Research, Journal of Applied Psychology, Journal of Experimental Social Psychology, Journal of Management, Personality and Social Psychology Bulletin, Organizational Behavior and Human Decision Processes, as well as in edited volumes. She served on the Editorial Board of the International Journal of Conflict Management from 2003 – 2005 and is currently a Division Editor for Group Decision and Negotiation. She is Co-Editor of Negotiation and Conflict Management Research. From 2001 – 2003, she was a board member of the International Association of Conflict Management and is a Past President of the Association (2008 – 2009.) In 2010, she became a Fellow of the Academy of Social Sciences in Australia (ASSA).
Ann-Sophie De Pauw, Representative-at-Large
email@example.com • +33 320 54 25 62
Ann-Sophie De Pauw is Professor in International Negotiation at IÉSEG School of Management (Lille, Paris) and Research Fellow at Vlerick Business School. She was a post-doctoral researcher at Ghent University and a Visiting Scholar at Kellogg School of Management (Northwestern University, Chicago, USA) and at Leiden University (The Netherlands) during her PhD. She holds a Master degree in Psychological and Educational Sciences of Ghent University, where at the same time she completed the Academic Teacher’s Education. She also obtained the degree of Master in Educational Management at the University of Antwerp. Her expertise lies in the field of negotiation and conflict management, social decision-making, diversity and faultlines, and social dilemmas. In her research she investigates individual and situational antecedents of cooperative decision-making in newly composed faultline-based groups (e.g. after organizational change and restructuring), and how these findings translate to representative negotiations. In a second research line, she focuses on the impact of individual negotiator characteristics on negotiation outcomes. Another research project looks at the phenomenon of sticky floors and discrimination in the labor market, in cooperation with colleagues in the field of social economics.
Stephen Garcia, Representative-at-Large
firstname.lastname@example.org • +1 734-615-2561
Stephen Garcia is an Associate Professor of Psychology and of Organizational Studies at the University of Michigan. He is also a Faculty Associate of the Research Center for Group Dynamics at Michigan’s Institute for Social Research. Stephen’s primary research program explores the psychology of competition through the lens of social comparison processes. Stephen’s work appears in leading journals such as Psychological Science, Journal of Personality and Social Psychology, Organizational Behavior and Human Decision Processes, Journal of Consumer Research, Journal of Applied Psychology, Personality and Social Psychology Bulletin, Journal of Empirical Legal Studies, and Perspectives on Psychological Science. Much of his research has been featured in media outlets around the world including The Economist, New York Times, The Washington Post, The Times, The Globe and Mail, and Der Spiegel. His previous industry experience at Charles Schwab, Merrill Lynch, and Wells Fargo was at the intersection of marketing, risk management, and strategy. Stephen is a graduate of Stanford, Harvard, and Princeton.
Denise Loyd, Representative-at-Large
email@example.com • +1 217-300-6750
Denise Loyd (Ph.D., Northwestern University – Kellogg School of Management) is an Associate Professor of Management at the University of Illinois at Urbana-Champaign. Prof. Loyd studies the impact of diversity in groups. Specifically, she examines the way group composition affects the cognition, feelings, and behavior of individuals. She is particularly interested in how one’s numerical representation and social status in a group interact to affect outcomes such as judgment, influence, and information sharing. Her work explores the relationship between members of the minority and majority as well as relationships within these sub-groups. A recent project examines the joint impact of status and distinctiveness (or being in the numerical minority) in evaluative groups on an individual’s judgment of a similar other. Another project looks at the experience of being one of only two members of a category within a group in contrast to being the only one.
Shimul Melwani, Representative-at-Large
firstname.lastname@example.org • +1 919-962-8754
The research interests of Shimul Melwani meet at the intersection of emotions and interpersonal processes in organizations. She is conducting groundbreaking research on the influence of gossip – the negative and positive consequences of initiating and participating in it – for individuals, dyads and groups in the workplace.
She also is examining the interpersonal influence of discrete emotions on organizationally relevant outcomes. By studying the interpersonal effects of discrete emotions, such as contempt, compassion and anger in a series of different work contexts, her research provides a richer picture of how emotions influence attributions, relationships and performance of both those expressing emotions as well as perceiving them. In related research, Dr. Melwani is exploring the role of implicit processes that occur outside of people’s conscious awareness on critical workplace outcomes such as creativity and performance.
Her research has appeared in the Journal of Personality and Social Psychology, Journal of Applied Psychology and Psychological Science.
Dr. Melwani teaches courses on global leadership and organizational behavior to undergraduate and graduate students.
She received her PhD and master’s degree in management and organizational behavior from the Wharton School at the University of Pennsylvania. She received a master’s degree in industrial and labor relations from Cornell University and a bachelor’s degree in biomedical engineering from the University of Mumbai.