Jone L. Pearce

Jone L. Pearce The Paul Merage School of Business University of California, Irvine jlpearce@uci.edu http://www.merage.uci.edu/~pearce/ Jone L. Pearce is Dean’s Professor of Leadership in The Paul Merage School of Business, University of California, Irvine (Ph.D., Administrative Sciences from Yale University, 1978). Her field is organizational behavior, and she conducts research on the effects of organizational control systems and social processes on organizational participants. Her earliest work was on organizational volunteers, in particular focusing on how their lack of compensation affected their attitudes and how their work was managed. Later work moved into the study of compensation and trust and status more generally, with the most recent studies centered on how interpersonal relationships are used as a substitute in developing countries for the formal controls of the strong governments of developed nations. Her current work is focused on testing competing causal claims about the roles of culture, governments, and status on trust and related organizational behaviors. Professor Pearce’s research has had an important impact on her field. To cite just a few indicators of the influence of this work: her work on the organizational behavior of volunteers is considered foundational in this field, as well as forming the basis for a broadening our understanding of over-sufficient justification effects more generally. The compensation work was recognized by the Human Resources Management Division of the Academy of Management with their Scholarly Achievement Award and by the Academy of Management with an award for the best paper published in the Academy of Management Journal. Finally, her recent international work has already been recognized. For example, an early empirical paper on the reasons why mangers rely on their personal relationships in China has been widely cited as the first in the burgeoning study of relationship-based management in developing countries, and her work on the role of interpersonal controls in organizations has resulted in invitations to edit special issues on the topic in Applied Psychology: An International Review and The Academy of Management Review. In other international work, drawing on the procedural justice literature, she has demonstrated that the interpersonal and particularistic interpersonal control systems characteristic of most organizations in developing (and newly developed) nations results in negative participant psychological effects, despite being the culturally normative systems in these societies. This work has already resulted in numerous invitations to provide keynote addresses at international meetings, and has been particularly important to colleagues in the countries transforming from communist to market systems. Finally, she serves or has served on the editorial boards of the most prestigious scholarly journals in her field. There are numerous indicators of the quality and impact of her research. She has nearly 90 scholarly publications (45 in refereed scholarly journals, and two scholarly books). One measure of impact is a citation count, and a recent cursory search of Web of Science (using JL PEARCE) found well over 2,000 citations to her published work (with six publications having more than 100 citations each). Another useful indicator are the many awards these papers have won over the years as noted above, and the many invitations, and write essays on concerns in her field Finally, the ultimate indicator is her induction as a Fellow (invitations only to the most distinguished 1%) of the Academy of Management, a Fellow in the American Psychological Association, the Association for Psychological Science, and a Fellow of the International Association for Applied Psychology in its founding year to induct Fellows. Another indicator of her impact on her field is her work with doctoral students and young scholars. She has served on the doctoral committees of over twenty doctoral students, chairing the dissertation committees of twelve graduates. They have all gone on to successful scholarly careers, making important contributions to the sub-fields of goal setting, careers, identity group choice, justice, and international human resources management. All of the students whose dissertation committees she has chaired have received tenure at their universities. Further, one of her most important contributions to her field has been her active involvement in the development of young scholars outside North America. She has served on doctoral dissertation committees for scholars at universities in Hungary, Norway and Great Britain, is frequently invited to present at doctoral consortia, and serves on the Scientific Committee for Tilburg University (The Netherlands), is a Fellow in the Sunningdale Institute (Great Britain’s government training institute), and was invited to join the Scientific Council, Advance Grants Programme, European Research Council of the European Commission. Her work also has gained attention outside the scholarly community. She has provided expert testimony before the United States House of Representatives Subcommittee on Compensation and Employee Benefits (of the Committee on Post Office and Civil Service). Journalists throughout the United States seek her comments (as can be seen in her lengthy listing in Lexis-Nexus). She has contributed opinion pieces to The Los Angeles Times and over the years provided countless speeches for local business and community groups. She also has been a very dedicated classroom teacher. She has won the school-wide teaching awards twice for her MBA teaching, as well as many other specialized teaching awards. Finally she has provided extraordinary service to her scholarly discipline, as well as to her university, as her colleagues, school and university administrators have come to her time and again to ask that she provide a needed service. The committees and offices are too numerous to list, but among the most prominent are: elected to the governing boards of five scholarly associations, and as President of two, the Western Academy of Management and her primary scholarly association the Academy of Management). He service to her university includes service three separate tours of duty as associate dean, she was the founding Doctoral Program Director, and interim dean for over two years. She has served on Vice-Chancellor, Executive Vice Chancellor, Chancellor and University of California Presidential search committees. She has been her Area’s Coordinator for more than half the time that role has existed, and has extensive campus and university-wide Academic Senate service. To illustrate, in the past two years, she served as chair of the school’s Masters Program Committee, the Irvine Division’s Academic Senate, Irvine Divisional Representative to the University of California Academic Senate, and on the Academic Senate’s Advisory Committee for the University of California’s Presidential Search, is a member of the Academic Senate’s Graduate Council and the School’s Faculty Advisory Committee (to the dean). At present she is supervising the dissertations of three current doctoral students. She has two active research programs at present. First, she is completing the construction of a multinational data base that will allow her to more systematically test ideas she developed in her book (Organization and Management in the Embrace of Government, Erlbaum) and in the recently accepted Academy of Management Annals paper). Second, she is conducting empirical tests and completing drafts of papers on her work on trust and status, including a book on status under contract with Cambridge University Press. She recently received a twenty-year census data-base of employee attitudes from the Federal Aviation Administration that she has begun using to test ideas about trust and status.