Corinne Bendersky

Professor of Management and Organizations Corinne Bendersky is an expert in workplace conflict, status, justice, and diversity and inclusion in teams and organizations. Bendersky’s research contributes to both academic knowledge and organizational practice.

In recent projects, Bendersky has developed interventions to reduce the gender bias experienced by women who work in extremely male-dominated professions, like the U.S. fire service. She has advanced methods to measure the effects of different configurations of conflicts expressed within teams. She also has been using machine learning techniques to study conflict expressions in Wikipedia editorial disputes, and how working women have been represented in the news media since the passage of the Equal Pay Act in 1963 through the #MeToo movement in 2018.

Bendersky teaches in UCLA Anderson’s full-time and fully employed MBA programs, and in many of its executive education programs. As faculty director of the UCLA human resources roundtable known as HARRT, Bendersky engages with a mix of academic, consultant and practitioner knowledge of cutting-edge human resources topics with the roughly 50 corporate HR executives who are members. As founder of Morpho Leadership Development, she consults with corporate and public service agency executives, particularly on conflict management and diversity and inclusion.

Education

• Ph.D. Management, Sloan School of Management, Massachusetts Institute of Technology
  
• B.A. with honors Oberlin College

Areas of Expertise:

Conflict Management Diversity and Inclusion Leadership Development Organizational Behavior Team Effectiveness

Published Papers

• Pai, J. & Bendersky, C. (2020) “Team Status Conflict.” Current Opinion in Psychology.” 33: 38-41.
• Danbold, F. & Bendersky, C. (2020) “Balancing Professional Prototypes Increases the Valuation of Women in Male-Dominated Professions.” Organization Science 31(1): 119-140.
• Bendersky, C. and Pai, J. (2018). “Status Dynamics.” Annual Review of Organizational Psychology and Organizational Behavior, (5): 183-199.
• Bendersky, C. (2018). “Making U.S. Fire Departments More Diverse and Inclusive.” Harvard Business Review.
• Bendersky, C., & Hays, N. A. 2017. The Positive Effects of Status Conflicts in Teams Where Members Perceive Status Hierarchies Differently. Social Psychological and Personality Science, 8(2): 124-132.
• Tsai, M., and Bendersky, C. (2016) “The pursuit of information sharing: Expressing task conflicts as debates versus disagreements increases perceived receptivity to dissenting opinions in groups.” Organization Science, 27(1), 141-156.
• Hays, N. A., & Bendersky, C. (2015). Not at all inequality is created equal: Effects of status versus power hierarchies on competition for upward mobility.Journal of Personapty and Social Psychology, 108(6), 867-882.
• Weingart, L., Behfar, K., Bendersky, C., Todorova, G., and Jehn, K. (2015). The directness and oppositional intensity of conflict expression.The Academy of Management Review, 40 (2): 235 - 262.
• Bendersky, C. (2014). Resolving Ideological Conflicts by Affirming Opponents' Status: The Tea Party, Obamacare and the 2013 government shutdown. Journal of Experimental Social Psychology, 53: 163-168.
• Bendersky, C. and Shah, N. (2013). The downfall of extraverts and rise of neurotics: The dynamic process of status allocation in task groups. The Academy of Management Journal, 56 (2): 387 - 406.
• Bendersky, C. and Shah, N. (2012). The cost of status enhancement: Performance effects of individual's status mobility in task groups.Organization Science, 23 (2): 308-322.
• Bendersky, C. and Hays, N. (2012). Status conflict in groups.Organization Science, 23(2): 323-340.
• Long, C., Bendersky, C. and Morrill, C. (2011). Fairness Monitoring: pnking managerial controls and fairness judgments in organizations.Academy of Management Journal, 55 (5): 1045-1068.
• Bendersky, C. and Curhan, J. (2009). Dissonance induction in negotiations: Free choice or justification?.Social Cognition, 27(3): 455-474.
• Bendersky, C. (2003). Organizational Dispute Resolution Systems: A complementarities model. Academy of Management Review, 28(4): 643-655.
• Jehn, K. A. and Bendersky, C. (2003). Intragroup Conflict in Organizations: A Contingency Perspective on the Conflict-Outcome Relationship.Research in Organizational Behavior, 189-244. Amsterdam: Elsevier.