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Current and Past Research Projects 

Alliance Formation Through Inter-Firm Networks:  Lori Rosenkopf (2004) investigated the relative role that top executives and mid-level managers played in the formation of alliances among firms in the cellular industry.

Board Rank:  Martin J. Conyon and Mark Muldoon studied (2004) the centrality and structural influence of corporate boards of directors in the U.S. and U.K. by drawing upon an algorithm developed by a web search engine.  The centrality of a board within the network of company directors facilitates the diffusion of information, rumors, and innovation among companies -- and may be correlated with superior governance and leadership.

Board Structure Across Countries:  Mauro F. Guillén and doctoral student William Schneper investigated the determinants of national variations in governing board size, fraction of board seats held by outsiders, and separation of the roles of chief executive and board chair.  Among the determinants examined were national differences in the primary functions of the board and the relative power of investors, executives, labor, and the public. 

Cascading Leadership:  Katherine Klein and Ph.D. student Alex Leeds (2007) examined how leadership-by-example functions in medical teams and teams in the services industries.  They asked whether effective leader behavior remains effective when emulated wholesale by followers.  In particular, they studied how leaders’ approaches, including expressions of enthusiasm and rational problem solving tactics, functioned once they had been widely adopted by other members of their teams. 

Change Leadership:  John Paul MacDuffie, Daniel Raff, Jitendra Singh, and several MBA students conducted case studies of three organizations that are undergoing exemplary change and restructuring initiatives. 

Chinese Governance:  Michael Useem and Neng Liang (2007) of the China Europe International Business School initiated a project on the transformation of governing boards of Chinese companies as they enter the global economy. 

Collaboration Across Borders:  Martine Haas (2008) examined collaboration efforts across geographic borders and business disciplines at a large multinational firm, with a view to developing insight into when such efforts succeed or fail. The project focused on the challenges of achieving the promise of integrating ideas, know-how, and talent that resides in different parts of the company when employees had to work across organizational boundaries.

Continuous Organizational Change:  Karen Jehn and Ph.D. student Alex Michel examined the process of organizational change in an international software firm, focusing on employee cognitions and their impact on a firm’s ability to engage in continuous change. 

Corporate Governance and Cross-Border Acquisitions:  Mauro F. Guillén and doctoral student (2005) William D. Schneper examined the predictors of company acquisitions across national borders from 1990 to 2003, including governance practices, cultural differences, investor protections, and international relations.  They theorized, for example, that countries with stronger shareholder rights might seek to acquire firms from countries with weaker shareholder protection in an effort to improve the corporate governance and, thus, the financial and operational performance of the target organization.  Their study carries implications for company leaders when evaluating the costs and benefits of cross-border acquisitions and related transactions.

Emerging Multinationals from Emerging Markets:  Jitendra Singh and Northeastern University faculty member Ravi Ramamurti organized a conference in mid-2007 on newly internationalizing firms.  The central questions included:  1) In which industries have local firms emerged as multinational competitors, and why?  Conversely, in which industries have firms tried to internationalize but failed? 2) How did the successful firms overcome the handicaps of being late internationalizers? 3) What types of competitive advantages do these firms enjoy, and why, i.e. how are those advantages shaped by the national and international context (economic, political, institutional, and social)? 4) How sustainable are their competitive advantages? Are the firms likely to be acquired  by  firms from developed countries or are they likely to remain independent players, and why?  5) Through what strategies have they built their international presence? Which countries have they targeted (rich, poor, or both), how rapidly have they internationalized, and what modes of entry have they used, and why? 6). How is rise of these multinationals changing competitive dynamics in their respective industries? How are firms from developed countries responding to the opportunities and challenges?

Employees on Boards:  Chip Hunter and doctoral student David Hess examined the conditions under which union- and employee-nominated directors are effective in representing the interests of their constituencies, or, conversely, the interests of investors – or both. 

Emotional Culture in Organizations:  Sigal Barsade (2008) studied how affective culture is a critical component in understanding organizational culture, and she examined how an affective culture of love and care can influence employee outcomes and the customers they serve.

Executive Careers:  Stephanie Wilk worked with several undergraduates and a doctoral student to investigate changes in the career opportunities facing executives and their mobility among jobs and companies in the U.S. and Europe.   

Executive Succession:  Constance Helfat and several students identified whether external CEO successors are more successful than internal successors, and which of their background experiences make for the difference.  

External versus Internal Leadership Development:  Matthew Bidwell and J. R. Keller (2010) explore the differences between external hiring and internal development as means of acquiring human capital. We draw on personnel data from a number of firms to compare the determinants and consequences of these two strategies. When are firms more likely to hire workers to fill positions? When is internal mobility more likely to be used? And what are subsequent  outcomes for the firm, in terms of pay, performance and mobility?

A Field Study of Indian and Chinese Business Leadership:  Jitendra Singh and Nandani Lynton (CEIBS, Shanghai, China) are studying (2010) the landscape of Indian and Chinese business leadership. While it is widely acknowledged that leader behavior is different from the US in these two economically important countries, less is known about the contours of some of those differences, as seen through the eyes of Indian and Chinese leaders and evident in their behaviors. This exploratory study uses a direct, structured interview approach with senior leaders in Indian and Chinese firms to uncover distinctive leadership patterns in these two countries.

Framing the Future:  Sarah Kaplan studied (2005) with MIT's Wanda Orlikowski how managers at a communications technology company interpreted changing technologies and market conditions, and how that affected their strategic response to technical change in the industry.  They focused on a period of rapid change when the managers were faced with confusing data, competing technologies, unclear market needs, competitive threats and doubts about technological viability.

Gender Composition of Boards:  Evidence from A Natural Experiment:  A research project by Iwan Barankay, Ingeborg Solli of University of Stavanger, and Mike Waterson of University of Warwick (2009).  As from 1 January 2008, all public limited Norwegian companies have been required to have a minimum of 40% women on their company boards.  This has involved a huge increase in female board members, up from 9% in 2004 (when plans were announced) to 36% in early 2008, a net increase of 476 women, 438 of them Norwegian.  In sum, an unprecedented change in gender composition has taken place.  From an economics research viewpoint, this policy move has the form of a natural experiment, enabling some unusual insights into the working and impact of company boards. It is seldom possible to evaluate board impact because the alternative foregone is unclear, here it is clear.  From a policy perspective, if the experiment is successful, the implications for company boards worldwide are immense. The objective of this project is to measure and evaluate the implications of this major policy change.

Getting Things Done Through Hierarchical Shortcuts: A Case of the Russian Corporate Bureaucracy:  Valery Yakubovich explores (2009) decision-making and career implications of employees’ “hierarchical shortcuts,” informal vertical relationships that operate within the firm’s chain of command but bypass adjacent levels of the formal hierarchy. Using unique data on careers and work relationships of employees in a large Russian energy company, he assesses the prevalence of such shortcuts and their impact on employees’ pay, promotion, and retention, in particular, at the outset of the economic crisis that started in the Fall of 2008.

Global Leadership:  Robert House investigated which leadership capabilities are universally emphasized across industries and cultures, and which are relatively unique to specific sectors and countries.    

Governance of Public Pension Funds:  Michael Useem and Ph.D. student David Hess studied the governance of public pension funds and the impact of governance on their financial performance. 

Guiding Teams:  Chris Maxwell (2006) interviewed ten world-class mountain guides to determine how they lead teams of less experienced climbers in challenging environments, and outlined the implications for business team leaders. 

Hostile Takeovers:  Mauro F. Guillén and Ph.D. student William Schneper examined the effects of regulative, normative, and cognitive institutions on the frequency of hostile takeovers in 59 countries over an eleven year time period. 

Indian Corporate Leadership, Governance, and Human Resource Management:  Peter Cappelli, Harbir Singh, Jitendra Singh, and Michael Useem (2007), with additional support from India's National Human Resource Development Network, Wharton's Mack Center for Technological Innovation, Wharton's Center for Human Resources, and Wharton Executive Education, initiated a long-term research project on leadership, governance, and human resource management among large publicly-traded Indian companies.  

Intellectual Leadership in the Sciences and Social Sciences:  Lori Rosenkopf and doctoral student Phin Upham investigated (2006) intellectual leadership in science and social science.  They focused on a powerful form of intellectual leadership that resides in paradigms – or frameworks for looking at the world – that under-grid scientific and technical knowledge communities.

International Strategies of e-Commerce v. Bricks & Mortar companies:  Jeffrey H. Dyer examined the international strategies – including the international experience of the head of international operations – of e-commerce firms and their "clicks and mortar" competitors to identify the factors, including leadership, most predictive of international success.  

Knowledge Spillovers:  Evan Rawley and Jason Snyder (2008) studied how physician relocation influences knowledge spillovers between liver transplant centers.  The project builds on the learning-by-doing and knowledge spillovers literatures using procedure volume as a proxy for knowledge stock and physician relocation to capture knowledge flows across transplant centers.  That anticipate that residents acquire knowledge when they learn cutting-edge life-saving techniques assisting senior physicians and then transfer this knowledge to other transplantation centers when they relocate to become attending physicians. 

Lateral Leadership in Outsourcing Organizations:  Joseph Harder and Michael Useem analyzed the changes in leadership styles in the wake of company decisions to outsource significant components of their operations. 

Leader Emotion and Follower Motivation:  Nancy Rothbard and Sigal Barsade examined (2004) the question of whether positive or negative emotions of a leader are more effective in motivating team performance.  What happens when a leader displays irritation and anger, or, conversely, offers praise and encouragement?  Prior research shows that when individuals experience positive emotions in the workplace, they become more creative, cooperative, and engaged.  Yet other research shows that performance can sometimes also be improved when they experience controlled anger from above.  Both emotional styles may work for leaders, and to understand why and how, the researchers studied a set of teams whose leaders employed both styles.

Leadership and Boards Across Countries:  Mauro F. Guillén and Ph.D. student William Schneper examined the impact of equity shareholder concentration, the level of labor force unionization, whether various stakeholder groups have gained major political party representation, commercial banking concentration, and the extent to which a national culture upholds individualistic versus communitarian values on 1) corporate leadership, specifically executive turnover rates and their functional and educational backgrounds, and 2) board structure, specifically stakeholder representation on boards of directors and average board tenure. 

Leadership and Capabilities:  Joydeep Chatterjee (2008) examined how senior leadership enables capability development, and its impact on firm performance, with a focus on the global software services industry.

Leadership in Emerging Market Public R&D Entities: Prithwiraj (Raj) Choudhury (2010) studies the incentives that drive bureaucrats and scientists running public R&D entities in India. The project is also focused on understanding how government owned R&D entities balance priorities among performing basic research and commercializing technologies. Though public R&D labs and state owned entities in general form a large component of innovative output in the U.S. and around the world, very little is known on the incentives that drive bureaucrats and senior scientists running these entities. On one hand, they are expected to contribute to basic research accessible through publications. On the other hand, there are pressures to generate revenue by commercializing research. This research project seeks to understand the incentives that led the leadership of 42 state owned labs in India to move towards more commercially viable projects starting 1994. It uses data from government circulars, annual reports and speeches made by the lab leadership in the period 1985-2004.

Leadership Opportunities in Technology Standards-Setting Organizations:  Lori Rosenkopf (2010) and doctoral student Ram Ranganathan study how firms create and avail themselves of leadership opportunities in technology standards-setting organizations.  They investigate the decision-making process within these cooperative bodies where firms’ representatives arbitrate technological differences and adjudicate amongst alternatives. They examine how some firms control the pace and the direction of change by assuming leadership positions within standards committees, by voting to delay change and by shaping and appropriating technological change outcomes through disclosure and tailoring of patents. Their study thus highlights important and novel ways in which firms lead, manage and control change to their advantage in technologically uncertain environments.

Leadership Research:  In collaboration with INSEAD, Katherine Klein, Michael Useem, and doctoral students Andy Cohen and Alex Leeds organized a conference in June, 2008 to take stock of what we know about leadership from academic research and where that research should be going.  The conference conceived of leadership research to include work in the areas of firm strategy, top management teams, corporate governance, company culture, and leader behaviors, characteristics, and relationships with followers.  Though much of the work in these areas does not explicitly conceptualize these issues as questions of leadership, they have much to say about company leadership in that they all reference those whose views and decisions are decisive in shaping company direction, company strategy, and employee behavior. 

Leading Team Conflict:  Karen Jehn and Anne Cummings evaluated the role of team leadership in the constructive use of conflict for creativity and change. 

Leading Team Development and Performance:  Katherine Klein and PhD student Andrew Knight studied (2006) the role of formal leaders in guiding team learning and team performance in short-term project teams.  They used longitudinal data from team leaders and team members preparing to compete in a West Point military competition to understand how leaders shape team developmental trajectories and how team developmental trajectories relate to team performance.

Leading Up:  Michael Useem prepared a book on how managers can effectively lead their boss, board, and investors when leadership is not coming from above. 

Leadership Challenges in Higher Education:  John Kimberly and doctoral student Elizabeth Craig evaluated the challenges that top college and university administrators are facing and the implications for the skills they will need for leadership and change.    

Leadership 101:  Documentary producer David Stone developed a possible five-part television series on the leadership lessons for business from the Wharton Leadership Ventures, including a program with the U.S. Marine Corps, trek to Mt. Everest, and walk of the Civil War battlefield at Gettysburg. 

Loneliness at the Top:  Sigal Barsade (2008) studied the antecedents and consequences of loneliness at work.  Is it really lonelier at the top, and if so, why?

National Governance Systems, Stakeholder Power, and Post-Acquisition Dynamics:   Laurence Capron (INSEAD) and Mauro Guillen sought to assess (2006) the extent to which post-acquisition dynamics are driven by the power of organizational stakeholders. They examined whether downsizing of the target company, resource transfers from the acquirer, and enhanced performance of the target are more likely to occur when the new owners can exert more power than the old owners, and when the target’s employees are less powerful. They also examined whether experienced acquirers are able to overcome the likely resistance of powerful employees more easily. Using survey responses from 190 North American and European acquirers of as many as 253 targets located in 27 different countries, they obtained preliminary findings indicating stakeholder rights and experience do exert an effect on some post-acquisition dynamics and outcomes. They highlight the crucial role that power plays in the pursuit of value creation in the wake of corporate acquisitions, noting that both owners and employees have at their disposal tools to advance their interests.

New Institutions, Old Networks, and Increasing Turbulence: The Evolution of Corporate Governance in South America in the Age of Globalization:  Gerald A. McDermott analyzed (2006) the evolution of corporate boards in South America, especially Argentina, in face of wholesale reforms of market liberalization and volatile growth from 1995 to 2005.  The principle empirical questions guiding this research were twofold: 1) How do the forces of regulatory institutions, industry isomorphism, and social networks interact to re shape corporate boards?  2) What types of strategies do managers and investors use to maintain corporate control if the face of economic volatility and wholesale market liberalization?  The research draws on a unique data set constructed of board membership and inter-locking ownership of the largest 130 firms in Argentina, and the data will be compared with similar data from Chile and Brazil.

Organizational Behavioral Conference:  Jennifer Mueller and Nancy Rothbard organized (2006-07) the annual organizational behavior mini-conference, a forum for junior faculty to present thought-provoking new research on organizational behavior and change.  A diverse group of scholars from top research institutions presented their work on topics such as identity, emotions, diversity, knowledge transfer, creativity, and team performance.  

Organizational Leaders Become Inter-Organizational Leaders:  Mauro F. Guillén and Ph.D. student William Schneper studied predictors of when and with whom general managers in Major League Baseball trade players with other teams.  They anticipated that the general managers’ career, contacts, and image affected their trading:  those with good communication networks and reputations for trustworthiness were more likely to become preferred trading partners. 

Personal Networks and Managerial Success:  Emilio Castilla identified (2005) the personal experiences, career paths, and network contacts within a multinational company that produce higher job satisfaction, stronger commitment to the firm, greater work performance, faster advancement in the enterprise, and better leadership capacities.  He focused on the impact of managers' experiences and networks both within and outside the company, and compared their impact across three national settings where the firm operated.   

Physical Health and Total Leadership:  Stewart Friedman worked with Debbie Hufnagel to create teaching materials for fostering better health through physical activity and proper nutrition as part of one's "total leadership."  

Research on Organizational Behavior:  Nancy Rothbard organized the annual Wharton "OB Mini-Conference" for young scholars to present their research on organizational change and a range of related issues.

Resilience and Failure:  Alexander Leeds (2008) studied resilience and failure among inexperienced leaders.

Risk vs. IncentivesJulie Wulf evaluated (2005) the trade-offs between risk and incentives -- since risk-averse managers require additional compensation to offset risk, it is more costly for firms operating in riskier environments to offer incentive pay to managers -- among division managers.  The study also examined the impact of measures of authority and monitoring costs, including physical proximity of divisions to headquarters and product proximity of divisions to the firm’s core business.

Is Silence Golden?  The Attributions of Silence and its Influence on Negotiations:  A part of the role of a leader involves negotiations with both internal and external stake-holders. Sigal Barsade focused (2006) on a rarely studied part of this leadership role, the use and effectiveness of silence in the negotiation process. Silence has many functions, from a way to communicate affective and cognitive information to a mechanism for shaping interpersonal connections.  In the context of negotiations, while negotiators resonate to the idea of using silence to great effect, there is almost no systematic empirical research that has been conducted about the attributions that are made about silence and the emotional, attitudinal, and behavioral outcomes of silence. For example, do people tend to perceive silence as a signal of disagreement or a time-out for thinking about different solutions -- or both and more? Is silence beneficial or detrimental for the silent party? What are the boundary conditions, for example, differential power between the two negotiating parties,  which determine the different meanings of silence? The research project aimed to both understand the varying attributions that can be made about silence; to develop scales measuring these attributions; and to examine the behavioral, attitudinal, and emotional outcomes of silence.  She did so through a set of critical incident retrospective studies of workplace negotiations, as well as laboratory studies in which participants negotiate with each other in a way that the use of silence is intentionally created, observed and its effects on negotiation outcomes analyzed.

Sovereign Wealth Funds:  Mauro F. Guillén (2008) studied the rise of sovereign wealth funds, focusing on their causes, investments, and consequences.

Strategic Change, Dynamic Capabilities of the Firm, and CEO Career Paths:  Anuja Gupta and Sidney Winter (2007) studied CEO career patterns and the relationship of their careers to the degree of change in the industries in which the CEOs served.

Strategy and Leadership in China:  Marshall Meyer examined Procter and Gamble’s entry into China, with a focus on how its leadership established connections, built a distribution system, and transferred practices from elsewhere in Asia.  More recently (2007) he has been working on a survey of Chinese company leaders conducted by the China Entrepreneur Survey System. 

Strategy-Making in a Crisis:  Sarah Kaplan and MIT Sloan School's Rebecca Henderson and Wanda Orlikowski examined (2006-) strategy-making in real time through the analysis of the private monthly letters a CEO wrote to his company’s board of directors during a major industry crisis.  These letters contain both the CEO’s evolving assessment of the market as well as contemporary plans for responding to the situation.  The analysis  included in-depth discourse-based interviews with the CEO.  These data provided a perspective on how a manager made sense of a changing environment and made choices about what strategic direction to take.  This research contributed to the literature on understanding firm response to change and more specifically to an understanding of how managers' specific choices and actions shape these responses.

Strategy Renewal:  Gabriel Szulanski and a group of MBA students developed a depth study of one company’s leadership, staffing, and timing in the renewal of its strategic planning and strategy making. 

Task Engagement, Positive and Negative Feedback, and Self Affirmations:  Nancy Rothbard studied (2006) leadership feedback.  An important part of a leader’s job is to give feedback – to immediate subordinates, and in some ways to the organization as a whole. Receiving positive or negative performance feedback from a supervisor, or cautionary advice or praise from co-workers is commonplace in organizations.  Such feedback is considered to be an important motivational tool or pitfall that leaders face as they try to navigate the difficulties involved in effectively motivating employees to engage in their work.  Feedback is a challenging management tool because it often invokes a person’s sense of self. Indeed, among other things, positive and negative feedback can serve to either affirm one’s self concept or threaten it.  Yet, there is a dearth of research looking at how satisfying people’s need to affirm the self influences their subsequent performance and level of engagement in future tasks. Would negative feedback lead individuals to disengage from a subsequent task or would it lead them to compensate by becoming more engaged in that subsequent task? Likewise, would positive feedback be a springboard to increased engagement, leading people to be better performers on subsequent tasks, or would providing such positive self-affirmation serve as a soother, leading to contentedness and a lack of engagement and productivity in future tasks?  This study sought to understanding the role of feedback as a springboard for increased engagement or a sop for further engagement as such it has important leadership implications.  Because people have a hard time hearing negative feedback, leaders may be inclined to soften the message by providing affirmations to the employee regarding other unrelated aspects of their self concept.  Ironically, such affirmations may undermine the motivational aspect of the negative feedback message.  Similarly, giving unreservedly positive feedback may cause people to become less motivated and bask in their past good performance. 

Total Leadership Experience:  Stewart Friedman examined (2005) the impact of the immersion of managers and students in a "total leadership" program on their leadership identities, performance in a range of domains, and leadership capacities, including authenticity, integrity, and creativity

The Upside of Anger and Compassion:  Jennifer Mueller and doctoral student Shimul Melwani examined (2006) how people reacted when viewing interviews of others.  Past research has found that when those viewed express anger and pride, the viewers see them as having higher status.  Conversely, when those viewed express guilt and sadness, the viewers see them as having lower standing.  This study examined whether the attribution of higher or lower status stems from the viewers’ inference of competence or other factors from the emotions expressed by those interviewed.  It also studied how much additional salary a viewer will give or deny a person expressing these various emotions.

When Disclosing Information Aids Your Network:  Jennifer Mueller studied (2006) how adverse information affects network relations.  Research suggests that disclosing negative information (e.g., admitting mistakes or asking for help) can have positive benefits for individual performance.  However, a compelling amount of evidence underscores a pervasive perception held by employees in the workplace that the costs of disclosing negative information outweigh the benefits.  This study explored when disclosing negative information might aid or hinder others' perceptions of competence and likeability of a particular individual and the resulting network associations that ensue.  It is anticipated that disclosure of negative information by individuals contributes to positive trait perceptions and higher number of ties when individual’s level of status is relatively similar or high.  When an individual's status is relatively low, disclosing negative information is expected to decreases perceptions of competence and overall liking, resulting in fewer network ties. 

When Worlds Collide in Cyberspace: Work-Nonwork Boundary Management in Online Social Networking: Nancy Rothbard and PhD student Justin Berg (2010), in collaboration with Ariane Ollier-Malaterre of Rouen Business School, explore how people manage the boundary between their work and nonwork lives on social networking websites, particularly Facebook. On Facebook, people often experience the challenge of having their different worlds (e.g., work, family, friends) collide. This study explores how people do and do not manage their content and activities on Facebook in response to this challenge, and the psychological and social consequences of such boundary management.  This study has implications for leadership and management in that it examines questions such as how people handle merging private and professional lives in the context of hierarchical relationships versus peer relationships. For example, what do you do if your boss “friends” you and vice versa?  Moreover, we examine potential cross cultural differences in how these relationships are managed through a focus on employees in both the US and France.

Women Stepping-Out and Then Back into the Workforce:  Monica McGrath, Marla Driscoll (independent consultant), and Mary Gross (Director, Merrill Lynch Investment Managers, Head of Learning & Development) studied (2005) the challenges faced by professional women who “stepped out” of their careers for a period of time and then returned to the workforce, or attempted to do so.  They also examined actions that companies, academic institutions, and individuals take to facilitate such re-integration into the workforce.

The Leadership Center also provided support for conferences, programs, and seminars, including:

Wharton Micro-Meso Seminar, 2005-08
Wharton Organization Behavior Lab, 2005-08
Wharton Annual Organizational Behavior Conference, 2005-10
Wharton-INSEAD Bi-Annual Leadership Research Conference, 2008, 2010
Wharton Field Application Projects with the United Nations, 2008
Wharton Undergraduate Leadership Conference, 2008
Management 100, Leadership and Communication, 2008-10
Management 652, Leadership and Teamwork, 2008-10
Ivy Leadership Summit, 2008
Wharton Conference on Governance, Leadership, and Networks, 2008
Corporate Governance: An International Review and Wharton Conference on
    "Corporate Governance and the Global Financial Crisis,"

   Conference on Work-Life Issues and Leadership in a Global Economy, 2010-11

As the fabric of the employment relationship is changing, and employees out of need or preference are changing their values around how they manage the intersection of their work/non-work lives, there is a growing understanding among corporate leaders that work-life issues are very important to consider in how they should structure their organizations and lead their employees.  Much of this change has come from structural shifts in the labor market such as the increase in women’s employment and dual career couples. These structural shifts have led to the need to re-examine leadership and organizational policies regarding work practices in order to best motivate and support employees in general and high potential employees in particular.  Many employees including dual career men and women are increasingly seeking flexibility, balance, and opportunities for integration between their demanding professional and family commitments. Likewise, those leading organizations with locations around the world confront issues of relocation decisions for dual-career families and corporate assignments for high potential employees. Leaders must also make choices about whether and how to use powerful communication technologies to facilitate working from home – decisions about whether telecommuting is a desirable practice that can support needs for flexibility or whether it doesn’t address the core business requirements that may involve face-to-face encounters with co-workers and clients on a regular basis.  These are but a few of the ways that the changing nature of the workforce and work-family issues are influencing the ways that leaders need to think about the workforce.  Understanding how to manage these changes in a workforce with an increasing diversity of family forms -- single mothers, empty-nesters, and those taking a wide range of routes through the life course – has become a pressing leadership problem.  To better understand these issues and to bring together scholars doing research on related topics, Nancy Rothbard and Jerry Jacobs ar hosting a conference that will address Work Life Issues and in a Global Economy. The conference will draw from work-life and work-family scholars nationally. A wide range of issues will be addressed, from sick-leave legislation to elder-care, from time use studies to efforts to promote synergies between work and family, from challenges of globalization to leadership in a changing workforce.


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