Debra Shapiro, Clarice Smith Professor of Management & Organization at the University of Maryland's Robert H. Smith School of Business, is among the top 100 most influential authors in organizational behavior, human resource management, strategy and general management as cited in textbooks.
A new product coming to market is like a seedling emerging above ground. Like germination sows and nourishes a seed, a product’s underlying technology has to be discovered and developed beforehand.
Team members aren’t always going to agree with leaders’ goals and strategies — but that’s not necessarily a bad thing. In certain circumstances, having disagreement among teams, and the discourse that this disagreement elicits, can translate into better success for certain types of teams who are tackling complex problems, according to new research from the University of Maryland’s Robert H. Smith School of Business.
Some people fail to plan. Others plan the wrong way for the modern workplace. New research from the University of Maryland’s Robert H. Smith School of Business distinguishes between two daily planning techniques and determines that one drives better results in fast-paced environments with frequent interruptions.
How Moods and Emotions Add Up to Organizational Effectiveness
Sure, people’s moods factor in to how their workday goes, but until now, research has largely ignored how feelings and emotions collectively affect organizational outcomes on the whole.
The research finds that organizations that harness employees’ moods and feelings — and actively manage and help workers with disruptive emotions — outperform organizations that ignore emotions or force members to suppress undesirable ones.
Social Network Contacts Could Determine How Innovative You Are
In new research, Vijaya Venkataramani, associate professor of management and organization at the University of Maryland’s Robert H. Smith School of Business, and two co-authors, explore how our connections — and their connections — influence how innovative we are at work.
Can We Undo the Effects of the Daily Grind?
For many of us, our working days are spent hunting for solutions to challenging conundrums, engaging in complex conversations and often making tough decisions. And each of those activities depletes personal resources, according to research.
Scholars call it “a kind of chronic day to day seepage.” Non-scholars often call it “the daily grind.”
Separate or Same? Why the Ownership-Management Structure Matters
"Making" the Numbers: How the Budgeting Process Creates Buy-In
Numbers drive action in organizations. Take a sales goal for example: Sales teams are focused on getting to that number to keep their jobs and win bonuses. But it’s the process of setting that goal that is the key to actually motivating individuals to hit the number, according to new research from the University of Maryland’s Robert H. Smith School of Business.
For Growing Firms, Rookies Make the Best Recruits