Areas of Expertise (11)
David A. Harrison is an educator, researcher and author addressing issues that impact every organization on the front lines. He has published over 100 articles, book chapters, editorial reviews, papers, and monographs addressing a) diversity in organizations, b) work role adjustment, c) time, and d) executive judgment and decision making. Indeed, it is difficult to identify a factor of organizational culture or performance that has not been addressed in his research and writings.
Harrison is a professor, and the Charles & Elizabeth Prothro Regents Chair of Business Administration in the department of management at the McCombs School of Business, The University of Texas at Austin.
In addition to having been a National Science Foundation Fellow, his work has been honored with multiple Walter de Gruyter and Sage Best Paper awards from the Research Methods Division of the Academy of Management, the Carolyn Dexter International Best Paper award from the Academy of Management, and the Saroj Parasuraman Award for Outstanding Publication in Gender and Diversity in Organizations (GDO) from the Academy of Management.
He has been Editor-in-Chief and Associate Editor of Organizational Behavior and Human Decision Processes. Other editorial board memberships have included Academy of Management Journal, Academy of Management Review, Personnel Psychology, Journal of Applied Psychology, Journal of Management, and Organizational Research Methods. His work has been referenced in U.S. Congressional hearings, and cited by hundreds of fellow scholars.
Dr. Harrison has been an active member of SIOP, where he was elected a Fellow. He is also a Fellow of the American Psychological Association and the Association for Psychological Science. In addition, he has supported the Academy of Management in various roles, in the Research Methods Division as an award-winning Professional Development Chair, Program Chair, and Division Chair.
University of Illinois at Urbana - Champaign: Ph.D., Social/Organizational/Individual Differences Psychology 1988
University of Illinois at Urbana - Champaign: M.A., Social/Organizational/Individual Differences Psychology 1986
University of Illinois at Urbana - Champaign: M.Sc., Applied Statistics & Psychometrics 1985
Bowling Green State University: B.Sc., Psychology 1983
Graduated Summa Cum Laude.
Media Appearances (7)
My Creepy Quest to Save Humanity from Robocar Commuting
“Engineers need to create space to move around some, and interfaces that allow touch, talk, and digital recording,” says David Harrison, who studies telecommuting at the University of Texas at Austin. “It would be critical to allow the space to be customizable—either walling off the passenger or allowing light and openness to the outside world (through glass). Different strokes for being productive.”
The Late, Great Adult Snow Day?
Pilot Tribune online
Snow days are no longer something for adults to look forward to. With the rise of technology and telecommuting, more and more workers are expected, or even contracted, to work from home when they can't make it into the office.
8 UT faculty make Reuters' highly cited researchers list
Daily Texan online
Eight UT faculty members made Thomson Reuters’ 2015 Highly Cited Researchers list, which selects the top 1 percent of researchers in each field. Five engineering professors made the list, as well as professors in business, psychology and physics.
New Research: Your Boss Probably Can't Hear You When You Speak
It’s more of a 'talk to the hand' situation,” says Harrison. The things that lower-status employees or racial minorities say “will still tickle [supervisors’] ear drums, but they are just not paying attention, and they aren’t going to process it as being truly useful input.”
The Adult Snow Day Is Dying, and That's Sad
New York Magazine online
“Snow days used to be a windfall,” said David Harrison of the University of Texas’s McCombs School of Business. “They used to [think], I don’t have to work. And now they’re not.” [telecommuting]
Down With Pants, Up With Telecommuting
Chicago Tribune online
Harrison, who has researched telecommuting, said working from home not only tends to increase employee satisfaction and retention, it also can save companies money on real estate and office upkeep.
Debunking Four Myths About Employee Silence
Harvard Business Review online
In part because employees do sometimes speak up, bosses are often unaware of their workers’ self-censorship. They imagine they’re hearing what’s important when in fact they’re being met with silence they’re simply unaware of.
Listing of top scholarly works by David W. Harrison.
We conduct a comprehensive synthesis of the research on how female representation in the upper echelons (i.e., top management teams and chief executive officer positions) might affect firm performance. ...We find that female representation in the upper echelons in general is positively and weakly related to forms of long-term financial performance, but negatively and weakly related to short-term stock market returns. ....
We examine changes in work adjustment among 179 expatriates from 3 multinational organizations from predeparture through the first 9 months of a new international assignment. Our 10-wave results challenge classic U-shaped theories of expatriate adjustment (e.g., Torbiorn, 1982). Consistent with uncertainty reduction theory, our results instead suggest that expatriates typically experience a gradual increase in work adjustment over time.
The authors investigate the employee features that, alongside overall voice expression, affect supervisors’ voice recognition.
Despite their widespread adoption, concerns remain that virtual work arrangements can harm employee job performance and citizenship behavior. Does telecommuting really hamper these critical dimensions of employee effectiveness? ...As predicted, we find that telecommuting is positively associated with task and contextual performance, directly and indirectly via perceived autonomy.
We examine the complex effects of faultlines and network ties on team performance. By using panel data from 672 individuals in 148 research teams at a major U.S. university, we find that informal networks serve as triggers and dampeners of faultline effects. ...Overall, the results highlight the conceptual and empirical importance of (the location of) team members' network patterns when studying how member composition influences team outcomes.
How does the impact of female representation in strategic leadership positions (top management teams, boards of directors, CEO positions) affect firm performance?
We present guidelines for conceptualization, measurement, and theory testing, highlighting the special case of demographic diversity.
We propose that overall job attitude (job satisfaction and organizational commitment) provides increasingly powerful prediction of more integrative behavioral criteria (focal performance, contextual performance, lateness, absence, and turnover combined).
We propose social learning theory as a theoretical basis for understanding ethical leadership and offer a constitutive definition of the ethical leadership construct.
We propose that stronger team reward contingencies stimulate collaboration.