You might expect that a boss who cracks jokes is healthy for the workplace, while a boss who blows his stack isn’t. As it turns out, according to Olin Business School research, the opposite might be true — depending on the circumstances.
The recent firing of radio personality Don Imus reveals a new trend in business: bad behavior won’t be tolerated on the job. A business professor at Washington University in St. Louis says firms can head off workplace incivility by preventing those with power from going unchecked. More…
As businesses around the country are closing their doors and transitioning to remote work, Andrew Knight, a professor of organizational behavior at Washington University’s Olin Business School, said they should expect a period of adjustment as people develop new routines, norms and shared understandings about how work will progress through a new medium.
Hillary Anger Elfenbein, an organizational behavior expert, studies emotions in the workplace — how easy they are to miss or misinterpret, and how they impact performance.
Hillary Anger Elfenbein, professor of organizational behavior in Olin Business School at Washington University in St. Louis, has been installed as the John K. and Ellen A. Wallace Distinguished Professor.
Napoleon Bonaparte, the notoriously “short” French emperor, may have stood only 5 feet 6, but being a powerful military and political leader probably made him feel much taller, suggests a new study by an organizational behavior expert at Washington University in St. Louis.
Planning to negotiate a raise? Try not to discuss it with the boss in his or her office, suggests a new study by an organizational behavior expert at Washington University in St. Louis.
Olin alumni and a faculty member were in the spotlight April 13 at the annual dinner and awards ceremony hosted by Olin Business school. Judi McLean Parks, PhD, the Reuben C. and Anne Carpenter Taylor Professor of Organizational Behavior, was the winner of the third annual Olin Award that reconizes research that transforms business.
You don’t have to look far these days to find examples of corporate scandals involving fraud. A new study finds that performance-based pay is to blame for fraudulent behavior and actually motivates people to “cook the books”. Judi McLean Parks, the Reuben C. and Anne Carpenter Taylor Professor of Organizational Behavior at Olin Business School at Washington University in St. Louis and co-author of the study believes the results have implications for CEO compensation plans and the financial difficulties many companies are experiencing today. “All I have to do is look at Enron, Fannie Mae, Freddie Mac to know that this does happen. And now we’ve demonstrated the causal link to contingent pay.” Fraud uncovered at Fannie Mae alone from 1998-2004 has been estimated to be in excess of $10.6 billion.
Tales of corporate scandal and political misdeeds have made spectacular headlines in recent years — just the mention of Enron or Bill Clinton conjure up memories of those offenses. But on a day-to-day basis most people don’t deal with such large-scale scandals. Instead, they are confronted with relatively innocuous mistakes — the kinds of mistakes that eventually break down trust and possibly even derail a career. There’s a reason that a simple apology doesn’t always re-establish the trust that colleagues once enjoyed, according to new work by Kurt Dirks, associate professor of organizational behavior at the Olin School of Business at Washington University in St. Louis. People’s reactions to apologies vary widely depending on the nature of the transgression.