Quinetta Roberson

Professor of Management and Chair of Business Leadership at Carey Business School

Schools

  • Eli Broad College of Business
  • Carey Business School

Expertise

Links

Biography

Carey Business School

Quinetta Roberson, Ph.D. is the Fred J. Springer Endowed Chair in Business Leadership at Villanova University, prior to which she was on the faculty at Cornell University. She has been a visiting scholar at universities on six continents and has more than 18 years of global experience in teaching courses, facilitating workshops, and advising organizations on leadership, talent management and diversity.

Dr. Roberson has published over 20 scholarly journal articles and book chapters, and edited a Handbook of Diversity in the Workplace (2013). Her research and consulting work focus on developing organizational capability and enhancing effectiveness through the strategic management of people, particularly diverse work teams, and is informed by her background in finance, having worked as a financial analyst and small business development consultant prior to obtaining her doctorate.

She earned her Ph.D. in Organizational Behavior from the University of Maryland, and holds undergraduate and graduate degrees in Finance.

Education:

  • Ph.D.: University of Maryland at College Park (Organizational Behavior; Human Resource Management) M.B.A.: University of Pittsburgh (Finance; Strategic Planning) B.S.: University of Delaware (Finance; Accounting)

Publications:

  • Roberson, Q. M., Ryan, A. M., & Ragins, B. R. (In press). The evolution and future of diversity at work. Journal of Applied Psychology.
  • Roberson, Q. M., Holmes, O. H. & Perry, J. L. (In press). Transforming Research on Diversity and Firm Performance: A Dynamic Capabilities Perspective. Academy of Management Annals.
  • Roberson, Q. M. (2013). The Oxford Handbook of Diversity and Work. Oxford: Oxford University Press.
  • Roberson, Q. M., & Williamson, I. O. (2012). Justice in self-managing teams: The role of social networks in the emergence of procedural justice climates. Academy of Management Journal, 55, 685-701.
  • Hausknecht, J. P., Sturman, M. C., & Roberson, Q. M. (2011). Justice as a Dynamic Construct: Effects of Individual Trajectories on Distal Work Outcomes. Journal of Applied Psychology, 96, 872-880.
  • Parks, G. P., & Roberson, Q. M. (2011). "Eighteen Million Cracks": Gender's Role in the 2008 Presidential Election. William & Mary Journal of Women and the Law, 17, 321-345.
  • Parks, G. P., & Roberson, Q. M. (2009, Winter). Michelle Obama: A contemporary analysis of race and gender discrimination through the lens of Title VII. Hastings Women's Law Journal, 20, 3-44.
  • Roberson, Q. M., M.C. Sturman, T.L. Simons (2007), "Does the Measure of Dispersion Matter in Multilevel Research? A Comparison of the Relative Performance of Dispersion Indices," Organizational Research Methods 10: 564.
  • Roberson, Q. M., H.J. Park (2007), "Examining the Link Between Diversity and Firm Performance: The Effects of Diversity Reputation and Leader Racial Diversity," Group & Organization Management 32: 548.
  • Roberson, Q. M. (2006), "Are Justice Perceptions in Teams Contagious? The Activation and Role of Sensemaking in the Emergence of Justice Climates," Organizational Behavior and Human Decision Processes 100: 177.
  • Roberson, Q. M. (2006), "A Social Comparison Approach to Justice in Teams: The Effects of Interdependence and Fairness on Referent Choice and Justice Climate Strength," Social Justice Research 19: 323.
  • Roberson, Q. M. (2006), "Disentangling the Meanings of Diversity and Inclusion in Organizations," Group & Organization Management 31: 212.
  • Roberson, Q. M., C.K. Stevens (2006), "Making Sense of Diversity in the Workplace: Organizational Justice and Language Abstraction in Employees¿ Accounts of Diversity-related Incidents," Journal of Applied Psychology 91: 379.
  • Roberson, Q. M., & Stewart, M. M. (2006). Understanding the motivational effects of procedural and informational justice in feedback processes. British Journal of Psychology, 97, 281-298.
  • Bagdadli, S., Roberson, Q. M., & Paoletti, F. (2006). The importance of organizational justice in promotion decisions. Journal of Business and Psychology, 21, 83-102.
  • Roberson, Q. M., Collins, C. J., & Oreg, S. (2005). The effects of recruitment message specificity on applicant attraction to organizations. Journal of Business and Psychology, 19, 319-339.
  • Roberson, Q., & Colquitt, J. A. (2005). Shared and configural justice: A social network model of justice in teams. Academy of Management Review, 30, 595-607.
  • Simons, T. L., & Roberson, Q. M. (2003). Why managers should care about fairness: The effects of aggregate justice perceptions on organizational outcomes. Journal of Applied Psychology, 88, 432-443.
  • Roberson, Q. M., Moye, N. A., & Locke, E. A. (1999). Identifying a missing link between participation and satisfaction: The mediating role of procedural justice perceptions. Journal of Applied Psychology, 84, 585-593.
  • Barber, A. E., Wesson, M. J., Roberson, Q. M., & Taylor, M. S. (1999). A tale of two job markets: organizational size and its effects on hiring practices and job search behavior. Personnel Psychology, 52, 841-867.

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