Inaugural Research

Under the leadership of the Center’s Director, Professor Jone L. Pearce, the Center will launch the following inaugural research projects

• Effective collaboration in cross-national project teams (Rao & Pearce)
• The effects of government quality on leaders’ strategic and managerial practices (Pearce, Klein & Dibble)
• Effective use of evidence-based information to improve leaders’ performance (Pearce)
• The pursuit of status on leader and organizational performance (Pearce & Xu)

Click on her name here to see more research from Professor Jone Pearce.

Inaugural Research Publications

Pearce, J. L. (forthcoming) We are who we teach:  How teaching experienced managers fractures our scholarship. Journal of Management Inquiry.

Pearce, J. L., De Castro, J. & Guillen, M. F. (2007) Influencing politics and political systems (Special Topic Forum in Academy of Management Review).

Pearce, J. L. (2007) Organizational behavior unchained. Journal of Organizational Behavior.

Pearce, J. L. (2006) Organizational behavior real research for real managers: Individuals in  organizations. Irvine, CA: Melvin & Leigh.

Rao, A. N., Pearce, J. L., and Xin, K. (2005) Governments, reciprocal exchange and trust among business associates. Journal of International Business Studies, 36, 104-118.

Pearce, J. L. (2005) Organizational scholarship and the eradication of global poverty. Academy of Management Journal, 48, 970-972.

Pearce, J. L. and Randel, A. (2004) Expectations of organizational mobility, workplace social inclusion and employee job performance. Journal of Organizational Behavior, 25, 81-98.

Pearce, J. L. (2004) Why trust? Why distrust? Multi-level Issues in Organizational Behavior and Processes, 3, 149-157.

Pearce, J. L. (2004) Presidential address: What do we know and how do we really know it? Academy of Management Review, 29, 1-5.

Pearce, J. L. Foreword to Doh, J. P. and Teegen, H. (2003) Globalization and NGOs: Transforming business, governments and society. Westport, CT: Praeger.

Bartunek, J. M., Cummings, T. G., Pearce, J. L., Rousseau, D. M., Tung, R. L., Van de Ven, A.H., Urbanowicz, N. and Loncar, T. M. (2003)  Leading what seems to be (to its leaders, at least) to be an incentiveless, learningless organization that sometimes appears (to its leaders, at least) to  work. Journal of Management Inquiry, 12, 105-114.

Pearce, J. L.  (2003) Foreword to Boyacigiller, N., Goodman, R., and Phillips, M. Crossing cultures: Insights from master teachers.  New York: Routledge.

Pearce, J. L. (2003) Introduction: Former Enron vice president Sherron Watkins on the Enron collapse. Academy of Management Executive, 17, 119-120.

Pearce, J. L. (2001) Organization and management in the embrace of government. Mahwah, NJ: Erlbaum.

Pearce, J. L., Ramirez, R. R. and Branyiczki, I. (2001) Leadership and the pursuit of status: Effects of globalization and economic transformation. In W. S. Mobley and M. McCall (Eds.) Advances in Global Leadership, 2, 153-178.

Pearce, J. L. (2001) How we can learn how governments matter to management and organization. Journal of Management Inquiry, 10, 103-112.

Pearce, J. L. (2001) Less epistemology; More government and social status. Human Relations, 54,85-89.