Beth Campbell is finishing her Ph.D. in Management & Organization at the Robert H. Smith School of Business, University of Maryland, and has an undergraduate degree in Psychology from the University of Michigan. Her dissertation is, "The dimming effects of shining stars: Consequences earned and posed by high performers at work," and she also has research interests related to interpersonal processes, states, and interactions within workgroups and teams.
She has published in the Academy of Management Journal, Journal of Applied Psychology, and Organizational Behavior and Human Decision Processes.
She will teach the freshman contemporary management course and the graduate leadership course.
Martin, S., Liao, H., & Campbell, E.M., 2013. A field experiment comparing directive to empowering leadership in the Middle East. Academy of Management Journal, 56: 1372-1395.
Chen, G., Farh, J.L., Campbell, E.M., Wu, Z., & Wu, X. in press. Teams as innovative systems: Multilevel motivational antecedents of innovation in R&D teams. Journal of Applied Psychology.
Grant, A.M., Campbell, E.M., Chen, G., Cottone, K., Lapedis, D., & Lee, K. 2007. Impact and the art of motivation maintenance: The effects of contact with beneficiaries on persistence behavior. Organizational Behavior and Human Decision Processes, 103: 53-67.
Grant, A.M., & Campbell, E.M., 2007. Doing harm, doing good, being well and burning out: The interactions of perceived prosocial and antisocial impact in service work. Journal of Occupational and Organizational Psychology, 80: 665-691.
Allen Nash Award for Outstanding Doctoral Student, Robert H. Smith School of Business (college-level award for excellence in research, teaching, and service contributions, 2013)
OB Division Most Innovative Student Paper, Academy of Management (2012)