Faculty
Borbala Csillag
Stirek Assistant Professor of Management
Management

Borbala Csillag

(541) 737-2616 (email preferred)

borbala.csillag@oregonstate.edu

Faculty
Borbala Csillag
Overview
Overview
Background
Publications

Overview

Career Interests

Research areas: Organizational behavior and micro human resources

Research interests: Work outcomes during and following stressful life event transitions; work outcomes of status differences; non-traditional careers

Dr. Bori (Borbala) Csillag is the Stirek Assistant Professor of Management and joined Oregon State University in 2021. Her program of research employs quantitative and qualitative methods and brings together three research streams: individuals' work outcomes during and following stressful life event transitions, variable and process outcomes of work relevant status differences, and non-traditional career experiences. She teaches business ethics and corporate social responsibility and has taught staffing, training, and development. In her research and in the classroom, Bori draws on her industry experience in hospitality services and higher education administration.

Background

Education

  • Ph.D., Organizational Behavior and Human Resource Management, Carlson School of Management, University of Minnesota
  • MBA, Nonprofit Management and Leadership, Schulich School of Business, York University
  • B.Comm, Hospitality and Tourism Management, Ted Rogers School of Management, Toronto Metropolitan University

Honors & Awards

  • Best Reviewer Award, HR Division, Academy of Management (2023)
  • Outstanding Reviewer Award, Careers Division, Academy of Management (2020)
  • Society for Human Resource Management (SHRM) Foundation Dissertation Grant (2020)
  • PhD Student Teaching Award, Carlson School of Management (2018)

Publications

Academic Journal
Management

“After the breakup: How divorcing affects individuals at work”

Divorce is one of life’s most stressful events. By pairing two studies, using mixed-methods, and drawing on conservation of resources theory, we contribute new and previously unavailable information about three questions. How and to what extent does going through a divorce affect individuals at work? What factors differentiate a lower versus higher impact on work? Do work outcomes improve after a divorce has been completed? In Study 1, individuals currently in the process of divorcing report more negative mood at work, lower job performance, and lower health in comparison to employees recently divorced, divorced over five years ago, or never divorced. Qualitative findings illustrate first hand reports of intrusive negative affect and reduced focus at work. At the same time, nearly 39% of individuals reported that divorcing had a positive impact on their job, work, or career. Qualitative findings reveal that for some, divorcing frees up time and energy and amplifies motivation for work. Study 2 is a longitudinal survey study of individuals in the process of a divorce. Findings indicate that levels of divorce-related grief, quality of the dissolving marriage, the presence of children, and anticipated post-divorce financial stability differentiate between those with better and worse work outcomes. Individuals improve on work-related cognitive and physical engagement, job performance, and health after their divorces are completed. Our results extend empirical knowledge and theory with new insights about work outcomes associated with divorcing as well as the recovery of work outcomes over time.
Details

77-112 pages 2023 Wiley Connie Wanberg Borbala Csillag Michelle Duffy View on: Google Scholar

Academic Journal
Management

“Is time the great equalizer? How interpersonal time request processes are shaped by and reproduce disparities”

The pace of work and implications of the global pandemic have heightened many employees’ awareness of the demands on their time, especially demands through interpersonal requests from coworkers. However, little research has examined how interactions involving requests for time—a scarce and valuable resource that influences the generation and consumption of economic and psychological resources—unfold and their implications for individuals and collective climates at work. We work toward a theory that expands and sharpens knowledge of interpersonal time requests—processes of generating, making, interpreting, and responding to requests for time. Integrating perspectives on status, interpersonal interaction, and diversity, we develop a multilevel theory for how status disparity shapes intrapersonal cognition and interpersonal interactions during time requests, and tax employees’ time and other resources regressively. Our theorizing advances understanding of how the joint form of achieved status (i.e., status derived from task-based expertise) and ascribed status (i.e., status derived from demographics) shapes interpersonal interactions between time request initiators and responders, thereby illuminating how and why episodic, dyadic, and collective disparities can emerge in ways that can be costly and dysfunctional to organizations. We conclude by outlining how our theorizing can enable future research and inform practice.
Details

Borbala Csillag Elizabeth Campbell Le Zhou