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When newcomers enter teams, they seek out identity resources from team incumbents to help their socialization. In turn, team incumbents offer identity resources to newcomers to support incumbents’ existing held team identities. Based on theories of identity and socialization, the authors of this paper make a case for the identity partnership, a relationship in which identity resources are exchanged between an incumbent team member and a team newcomer.

Women who join tech companies must find a way to navigate a toxic workplace. Mandy O’Neill's forthcoming paper in Organization Science, written with Natalya M. Alonso of Haskayne School of Business, documents the “sexist culture of joviality” among trainees at a Latin American site run by a major U.S. tech company.

The call to prioritize social responsibility alongside profits can often create “an institutional contradiction” with “increased potential for conflict.” Bridging the areas of management, innovation and entrepreneurship, Professor Toyah Miller’s research illuminates the issues that will determine whether companies succeed or fail in their newly broadened mission.

“We all approach the world with knowledge that is infused by our own values,” says Matthew Cronin, co-author (with Laurie R. Weingart) of the research study Conflict Across Representational Gaps: Threats to and Opportunities for Improved Communication.

Management Department faculty Victoria Grady and MBA Candidate Tyece Wilkins research paper that examines the role of psychological contracts and the way they can hinder organizational change.