Drawing upon diverse backgrounds, our faculty members are actively engaged
in a wide-range of research topics. For focus and convenience, we cluster
our primary areas of research into three groups with faculty often being
involved in more than one cluster.
Individual and Organizational Decision Making
The Management and Organizations Area has long-standing strength in decision
making research. Our research interests in decision making range from the
individual level to the social and organizational level.
Individual Decision Making. Together with decision researchers in other
areas of the school, Management and Organizations scholars contribute to
making the Fuqua School of Business one of the world's leading sites of
behavioral decision research. Researchers have explored core topics in
individual decision making, such as risk preference, overconfidence, and
multi-attribute decision making. Fuqua researchers were also among the first
researchers to expand research on individual decision making beyond
cognitive biases to study the fit between cognitive strategies and decision
contexts, the role of emotional factors in decision making, and tools for
debiasing individual cognitive flaws.
Social and Organizational Decision Making. Another major area of study
within the group concerns social and organizational decision making.
Researchers have studied organizational procedures for improving decisions,
the accuracy of social perceptions in negotiations, how well groups and
individuals use information from others, and the psychology of
in-group/out-group perceptions, felt responsibility and stereotypes.
Other members of the Management and Organizations area study topics related
to the social context of decision making, including trust, power, procedural
fairness, intergenerational decisions, negotiation, control systems,
intrinsic motivation, and the sharing of information in virtual teams.
Leadership, Ethics and Organizational Justice
With the founding of the Center on Leadership and Ethics and Fuqua in 2004,
the school committed to an investment in scholarship and instruction in this
domain and has taken a recognized role as a leading business school
regarding the study of leadership and its intersection with ethics.
Decisions made by leaders today have profoundly far reaching consequences as
they affect multiple generations of people and involve inter-relationships
between business and society.
Leadership. Our faculty has examined the behaviors that contribute to
effective leadership, how leadership attributions are affected by factors
such as race and gender, and how leaders influence credibility, trust, a
sense of community, raised aspirations, individual and collective initiative
and a sense of stewardship (including a sense of responsibility to future
generations). Research, educational programs, and applications focus on the
emergence and impact of leadership in medical settings, in financial
services, consulting, and the social sector. We are actively engaged in the
study of cross-cultural, cross-national, and gender differences in
leadership in for-profit and nonprofit organizations, including social
Ethics and Organizational Justice. Our faculty are exploring cognitive and
social psychological variables that influence decisions involving ethics and
fairness in a variety of settings including cross-generational, national,
and ethnic decisions. This work includes research on egocentric
interpretations of fairness in social dilemmas, value-system biases in
ideologically-based negotiations, the role of time in self-misperceptions of
ethical behavior, legacy creation in intergenerational decisions, awareness
in systems of privilege, fairness in the management of uncertainty, and the
effect of perceived fairness on trust.
Distributed Knowledge, Innovation, and Teams
In a knowledge-based economy, individual and team innovation is critical for
business and society. Faculty members in the Management and Organizations
area at the Fuqua School of Business focus on how knowledge is generated and
shared in organizations. A common research theme is the formation and
distribution of expertise across individuals and how teams and individuals
use that expertise to improve organizational performance. Faculty are at the
leading edge of research on topics such as pooling expertise, learning
directly and vicariously from success and failure experiences, combining
opinions, information sharing, scientific collaboration, and distributed
work. Researchers also teach courses on managing innovation and learning in
distributed, global environments and on managing creativity and the
development of new knowledge.
Distributed Knowledge and Teams. Faculty in the area take two main
approaches to studying distributed knowledge, distinguishing organizational
from individual issues in acquiring knowledge. The organizational approach
focuses on how team composition, processes, and structure affect team
performance in field settings. The individual approach focuses on how
individuals think about seeking and using distributed knowledge, including
strategies for combining judgments across people. Researchers also focus on
the individual and organizational dimensions of social networks, including
how individuals develop schemas for learning about social networks and how
building social networks across departments, organizations, and locations
can boost performance for individuals engaged in knowledge-intensive work
teams. Finally, Management and Organizations faculty are also interested in
the changing nature of teams and networks in the scientific research
process, examining how working across multiple disciplines and institutions
affects knowledge creation and innovation.
Learning and Innovation. Management and Organizations faculty also study how
new knowledge is created, absorbed and deployed by individuals, within
teams, and across organizations as a way of advancing innovation at all
levels. Faculty in the Area study knowledge and innovation from a variety
of perspectives, including the cognitive psychology of creativity, knowledge
networks, learning from failure, how organizational control mechanisms can
foster exploration and learning, how leaders can build an environment of
trust and inspire a sense of community in which organizational members are
willing to take the risk of innovating and can more effectively transfer
knowledge. Faculty members are also examining how goals work to promote or
hamper initiative and effort by directing attention and shaping motivation.