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Leadership & Workplace Dynamics
The online series "Civil Discourse: Becoming a Better Conversation Partner" focuses on improving civil discourse and strengthening an individual’s ability to speak and listen with empathy in both public and private, and explore tools, frameworks and mindsets to establish common ground with others.
Faculty Research
New research from management professor John Busenbark calls into question the wisdom of retaining at least one board-level director from an acquired company.
Faculty Research
What does it mean to have a “calling”? Notre Dame management researcher Matt Bloom visited hundreds of clergy, doctors, teachers and aid workers in 22 countries to find out.
Faculty Research
A study by management professor Cindy Muir (Zapata) reveals employees evaluate the fairness of an interaction with an authority figure based on what she describes as justice criteria.
Features
Former Notre Dame head women's basketball coach Muffet McGraw spoke to the Mendoza Women in Business Club, a group consisting primarily of graduate business students for the purpose of fostering a strong and supportive community of prospective and current students and Mendoza alumnae.
Leadership & Workplace Dynamics
A study by management professors Adam Wowak and Craig Crossland found CEOs who are paid more than the going rate during their first two years on the job tend to perform more effectively over the rest of their tenure.
Analytics & Technology
Jeffrey Bergstrand, professor of finance, James O'Rourke, professor of management, and Kaitlin Wowak, assistant professor of information technology, analytics, and operations, provide insight into aspects of how the COVID-19 epidemic has unfolded, as health officials brace for the virus to spread within the United States.
Faculty in the Media
Management and Organization's Mike Crant was interviewed for an Investor's Business Daily story on employee goal-setting. According to Crant employees don't always buy in when managers set goals for them.
Faculty Research
Research has long suggested that strong relationships between managers and employees lead to positive outcomes, including employees feeling safe to speak up and take risks. But new research from the University of Notre Dame shows that employees may not want to sacrifice social capital with their leader by voicing concerns.