Vijaya Venkataramani is an Associate Professor of Management & Organization at the R.H. Smith School of Business at the University of Maryland. She currently serves as an Associate Editor for the Journal of Applied Psychology. Professor Venkataramani’s research focuses on how informal social relationships and social networks at work influence leadership, creativity, and discretionary employee behaviors in organizations (behaviors that are not stipulated as part of the job, but that still are important for organizational well-being). As a specific area of interest, her recent research aims at understanding how leaders can use their network connections in benefiting their employees as well as how such connections may influence leadership related decisions. She is also interested in studying how the influence exerted by one’s social network can introduce biases in employees’ cognitive processes in making evaluations about the organization. Her research has appeared in such journals as the Journal of Applied Psychology, Personnel Psychology and Organizational Behavior & Human Decision Processes.
Vijaya received her Ph.D. in organizational behavior and human resources from Purdue University in 2008. Prior to her doctoral studies, she worked in India as a human resources manager.
Sherf, E.N., & Venkataramani, V, Gajendran, R. S. (2018). Too Busy to be Fair: Effects of work demands on Managers’ adherence to Fairness Rules. Status: In Press at AMJ.
Lu, S., Bartol, K., & Venkataramani, V. Zheng, X. & Liu, X. (2018). Being Visual and Persuasive: The Role of Employees’ Idea enactment and influence tactics in affecting Supervisors’ creativity recognition. In Press at AMJ.
Grosser, T., Venkataramani, V., & Labianca. (2017). An alter-centric perspective on employee innovation: The importance of alters' creative self-efficacy and network structure. Journal of Applied Psychology, 102 (9): 1360-1374.
Venkataramani, V*, Zhou, L., Wang, M. & Liao, H. (2016). Social Networks and Employee Voice: The Influence of Team Members' and Team Leaders' Social Network Positions on Employee Voice. Organizational Behavior and Human Decision Processes, 132, 37-48.
Sherf, E*†. & Venkataramani, V. (2015). Friend or Foe? The impact of affective social relationships in forming judgments of fairness. Organizational Behavior and Human Decision Processes, 128(1), 1–14. doi:10.1016/j.obhdp.2015.02.002.
Venkataramani, V.*, & Richter, A. & Clarke, R. (2014). Creative Benefits from Well-Connected Leaders? Leader Social Network Ties as Facilitators of Employee Radical Creativity. Journal of Applied Psychology, 99 (5), 966-975.
Venkataramani, V.*, Labianca, G, L., & Grosser, T (2013). Positive and Negative Workplace Relationships, Social Satisfaction, and Organizational Attachment. Journal of Applied Psychology, 98(6), 1028-1039.
Venkataramani, V.*, Green, S.G., & Schleicher, D.J. (2010). Well-Connected Leaders: The impact of the leader’s social network ties on LMX and Member Attitudes. Journal of Applied Psychology, 95(6), 1071-1084.
Venkataramani, V.*, & Tangirala, S. (2010). When and Why Do Central Employees Speak Up? An Examination of Mediating and Moderating Variables. Journal of Applied Psychology, 95, 582-591.
Venkataramani, V.* & Dalal, R.S. (2007). Who Helps and Harms Whom? Relational antecedents of interpersonal helping and harming in organizations. Journal of Applied Psychology, 92, 952-966.
Primary Research Areas
- Social Influence
- Social Networks
- Organizational Fairness