Faculty
Pauline Schilpzand
Dr. Pauline Schilpzand
Professor
Management

Pauline Schilpzand

541-737-2717

pauline.schilpzand@bus.oregonstate.edu

Faculty
Pauline Schilpzand
Overview
Overview
Publications

Overview

Biography

Dr. Pauline Schilpzand is the "Gomo Family Professor" of Management in the College of Business at Oregon State University and Program Lead for the Management and Organizational Leadership programs in the College of Business. Pauline received her Ph.D. in Management from the University of Florida.

Her primary research areas include effective leadership practices, when and why employees behave either proactively or counterproductively at work (e.g., engage in gossip or workplace incivility) along with the impacts of these behaviors in a work context. Her research has been published in leading organizational journals, including Academy of Management Journal, Organization Science, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Personnel Psychology, Journal of Management, Human Resource Management, and Journal of Organizational Behavior. Pauline is a former Associate Editor at the Journal of Management (2020-2023), and served on the 4-year leadership track of the Managerial and Organizational (MOC) Division of the Academy of Management (2019-2023). She teaches negotiation courses in the College of Business at Oregon State University.

Credentials

Ph.D. in Management Studies, University of Florida, Warrington College of Business.

 

Honors and Awards:

  • Academy of Management Journal Best Paper Award, 2010.
  • Saroj Parasuraman Award for outstanding publication (presented by the gender and diversity in organizations division of the Academy of Management), 2011.
  • Excellence in Graduate Teaching Award 2014.
  • Western Academy of Management Ascendant Scholar Award, 2016.
  • Group and Organization Management Best Paper Award, 2024.
  • Excellence in Scholarship (Research) Award 2015 and 2024.

 

Selected Publications:

Yim, J., Klotz, A. C., Foulk, T. A., & Schilpzand, P. (2025). New research on how to get workplace rituals right. Harvard Business Review. https://hbr.org/2025/07/new-research-on-how-to-get-workplace-rituals-right

Yim, J., Foulk, T. A., Klotz, A. C., & Schilpzand, P. (2025). Is Everyone Having a Good Time? The Effects of Complex Organizational Rituals on Employee Engagement and Behavior. Journal of Management. In Press.

Lagios, C., Restubog, S. L. D., Schilpzand, P., Aquino, K., Lagios, N., & Caesens, G. (2025). Seeing the good in the bad: A self-affirmation model of organizational dehumanization. Journal of Applied Psychology. In Press.

Zettna, N., Nguyen, H., Restubog, S. L. D., Schilpzand, P., & Johnson, A. (2025). How teams can overcome silence: The roles of humble leadership and team commitment. Personnel Psychology, 78(1), 67-102.

Restubog, S. L., Li, Y., Schilpzand, P., He, Y., & Nerona, R. (2025). Leading with pride: An interdisciplinary integrative review on LGBTIQ+ leadership and an agenda for future research. The Leadership Quarterly, 101, 883.

Schilpzand, P., Lagios, C., & Restubog, S. L. D. (2025). Family first: An integrative conceptual review of nepotism in organizations. Human Resource Management, 64(1), 157-180.

Sun, T., Schilpzand, P., Liu, Y. (2023). Workplace gossip: An integrative review of its antecedents, functions, and consequences. Journal of Organizational Behavior, 44 (2), 311-334

Cho, J., Schilpzand, P., Huang, L., & Paterson, T. (2021). How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy. Journal of Leadership & Organizational Studies, 28(2), 169-184.

Schilpzand, P. & Huang, L. (2018). When and How Experienced Incivility Dissuades Proactive Performance: An Integration of Sociometer and Self-Identity Orientation Perspectives, Journal of Applied Psychology, 103 (8), 828.

Schilpzand, P., Houston, L., & Cho, J. (2018). Not Too Tired to be Proactive: Daily Empowering Leadership Spurs Next-Morning Employee Proactivity as Moderated by Nightly Sleep Quality. Academy of Management Journal, 61 (6), 2367-2387.

Livingston, B. A, Schilpzand, P., & Erez, A. (2017). A. It’s not only what you say, it’s how you say it:  Accented messages and their effect on choice. Journal of Management. 43(3), 804-833.

Schilpzand, P., Leavitt, K., & Lim, S. (2016). Incivility hates company: shared victimization attenuates attribution-driven effects of rudeness. Organizational Behavior and Human Decision Processes, 133, 33-44.

Schilpzand, P., De Pater, I., & Erez, E. (2016). Workplace incivility: A review of the literature and agenda for future research. Journal of Organizational Behavior, 37, S57-S88.

Erez, A., Schilpzand, P., Leavitt, K., Woolum, A., & Judge, T. A. (2015). Inherently relational: Interactions between peers’ and individuals’ personalities impact credit giving and evaluations of individual performance. Academy of Management Journal, 58(6), 1761-1784.

Schilpzand, P., Hekman, D, & Mitchell, T. R. (2015). Courage: The nature of the concept and its implications for organizations. Organization Science, 26(1), 52-77.

Leavitt, K., Reynolds, S., Barnes, C. Schilpzand, P., & Hannah. S. (2012). Different hats, different obligations: Plural occupational identities and situated moral judgments. Academy of Management Journal, 55, 1316-1333.

Hekman, D., Aquino, K., Owens, B., Mitchell, T., Schilpzand, P. & Leavitt, K. (2010). An examination of whether and how racial and gender biases influence customer satisfaction ratings. Academy of Management Journal, 53 (2), 238-264.

 

Publications

Book
Management

“Dyadic Fit and the Process of Organizational Socialization”

Person-environment fit matters. Research has repeatedly shown that employees who fit with their jobs, their work groups, and their organizations are more committed and more satisfied (Kristof-Brown, Barrick, & Stevens, 2005). However, despite the demonstrated importance of person-environment fit, there has been a notable absence of research on interpersonal, dyadic fit at work (Ferris, Liden, Munyon, Summers, Basik, & Buckley, 2009). This is a surprising omission, because most people only feel like they really “fit” in a job if they have positive dyadic relationships with their co-workers and supervisor. As such, our understanding of behavior at work is incomplete if we fail to take the role of person-to-person relationships into account. There is also a practical, operational side to understanding dyadic relationships at work, because they facilitate the exchange of information and resources (e.g., Ibarra, Kilduff, & Tsai, 2005; Labianca & Brass, 2006; Nebus, 2006). Unfortunately, research on social relationships at work does not yet reflect the rich body of knowledge that has been amassed in other fields (Barry & Crant, 2000). Thus, while we know that interpersonal relationships are important, we currently do not know a great deal about these relationships in organizational contexts.
In this chapter, we outline a model of how person-environment fit develops in the course of social interactions among established organizational members and those who are new to the organization. The focus on the initial period of relationship development (i.e. organizational socialization) will help to illustrate a number of important processes that occur primarily in the initial acquaintance phase and unfold as individuals come to know one another better. Our theoretical development will proceed from a relationship science perspective (e.g., Berscheid, 1999; Kelley et al., 1983). This perspective offers insights that have been unexplored in both the person-environment fit and organizational socialization literatures, including an increased understanding of how people come to have close affective bonds with one another, a better set of tools for discussing the processes of social acceptance (and rejection), and a useful typology for differentiating types of relationships. To date, there has been only limited transfer of this material into the organizational behavior literature (for exceptions, see Ferris et al., 2009; Poteat, Shockley, & Allen, 2009; or Ragins & Dutton, 2007).
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John Kammeyer-Mueller, Pauline Schilpzand and Alex Rubenstein "Dyadic Fit and the Process of Organizational Socialization" Organizational Fit: Key Issues and New Directions 50-74 pages 2013

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Academic Journal
Management

“Different hats, different obligations: Plural occupational identities and situated moral judgments.”

It is well understood that moral identity substantially influences moral judgments. However, occupational identities are also replete with moral content, and individuals may have multiple occupational identities within a given work role (e.g., engineer-manager). Consequently, we apply the lenses of moral universalism and moral particularism to categorize occupational identities and explore their moral prescriptions. We present and test a model of occupational identities as implicitly-held and dynamically-activated knowledge structures, cued by context and containing associated content about the absolute and/or relationship-dependent moral obligations owed by the actor to stakeholders. Results from one field study and two situated experiments with dual-occupation individuals indicate that moral obligations embedded in occupational identities influence actors’ work-role moral judgments in a predictable and meaningful manner.
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Keith Leavitt, Scott Reynolds, Christopher Barnes, Pauline Schilpzand and Sean Hannah "Different hats, different obligations: Plural occupational identities and situated moral judgments." Academy of Management Journal 1316-1333 pages 2012 View on: Google Scholar

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Academic Journal
Management

“Disrupting the Chain of Displaced Aggression: A Review and Agenda for Future Research”

Displaced aggression refers to instances in which a person redirects their harm-doing behavior from a primary to a substitute, secondary target. Since the publication of the first empirical article in 1948, there has been a noticeable surge in research referencing this theory in both management and psychology journals. This trend highlights the continuing relevance of displaced aggression research and its applicability to other disciplinary fields (e.g., criminology, hospitality management, information systems, tourism). Despite the ubiquity of displaced aggression theory, however, there persists a notable lack of clarity and consensus regarding its fundamental principles, triggering factors, and underlying mechanisms. In light of these limitations, we provide a systematic and interdisciplinary review of displaced aggression theory with three key aims. First, our review offers foundational knowledge that helps unify the diverse ways in which scholars from varied disciplinary backgrounds have applied, interpreted, and operationalized displaced aggression. Second, inspired by the I3 Model, we introduce an overarching theoretical framework to coherently and parsimoniously organize the displaced aggression literature. Lastly, to move the field forward, we propose a promising agenda for future research that focuses on important issues emerging from our review.
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Lagios, Restubog, Pauline Schilpzand, Kiazad and Aquino "Disrupting the Chain of Displaced Aggression: A Review and Agenda for Future Research" Journal of Organizational Behavior

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