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Ian O. Williamson - UC Irvine. Irvine, CA, US

Ian O. Williamson Ian O. Williamson

Dean of the Paul Merage School of Business | UC Irvine

Irvine, CA, UNITED STATES

Ian O. Williamson is a globally recognized expert in the area of human resource management.

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Biography

Ian O. Williamson was appointed dean of The UCI Paul Merage School of Business on January 1, 2021. Prior to joining the Merage School, he served as pro vice-chancellor and dean of commerce at the Wellington School of Business and Government at Victoria University of Wellington, New Zealand.

Williamson received his PhD from the University of North Carolina at Chapel Hill and a bachelor’s degree in business from Miami University. He has served as a faculty member at Melbourne Business School, Rutgers Business School, the Zurich Institute of Business Education, the Robert H. Smith School of Business at the University of Maryland and Institut Teknologi Bandung.

Williamson is a globally recognized expert in the area of human resource management. His research examines the impact of “talent pipelines” on organizational and community outcomes. Williamson has assisted executives in over 20 countries across six continents enhance firm operational and financial outcomes, improve talent recruitment and retention, enhance firm innovation and understand the impact of social issues on firm outcomes.

Williamson’s research has been published in leading academic journals (e.g. Academy of Management Journal, MIT Sloan Management Review, Organization Science, Journal of Applied Psychology) and has been covered by leading media outlets across the world. He has served on the editorial boards of the Academy of Management Journal, Academy Management Review, Academy of Management Education and Learning, Journal of Management and Cross Cultural Management: An International Journal and Journal of Management.

He is a past recipient of the Academy of Management (AOM) Education Division Best Paper Award for his research on high performing teams, the AOM Human Resource Division Best Paper Award for his research on the effect of employee mobility on firm performance and the AOM Ralph Alexander Best Dissertation Award for his research examining the top management team (TMT) selection decisions of Fortune 500 firms. He is a recipient of the AOM Best Practices Mentoring Award for his role as the founding President of the Management Faculty of Color Association (MFCA). He also received the University of North Carolina-Chapel Hill Kenan-Flagler Business School Outstanding PhD Student Award.

Areas of Expertise (14)

Social Networks

Organizational Theory

Human Resource Management

Recruitment

Workplace Motivation

Diversity in the Workforce

Talent Pipelines

Future of Work

Talent Management

Workplace Innovation

Employee Retention

Management

Strategic Human Resource Management

People Management

Accomplishments (4)

Melbourne Business School Senior Executive MBA Teaching Award (professional)

2016

CPA Australia/ABDC Award for Outstanding Achievement in Business Education Collaboration (professional)

2016 Business/Higher Education Round Table

University of Melbourne Award for Excellence and Innovation in Indigenous Higher Education (professional)

2014

Management Education Division of the Academy of Management Best Paper Award (professional)

2013

Education (2)

Miami University: B.S., Management 1994

University of North Carolina at Chapel Hill: Ph.D., Organizational Behavior 2000

Affiliations (4)

  • Octane : Board Member
  • Insper (São Paulo, Brazil) International Advisory Board : Member
  • Leave No Veteran Behind : Advisory Board Member
  • RAUSP Management Journal : Editorial Board Member

Media Appearances (5)

Black Management Association Conference Will Address Racial Wealth Gap and Forge New Partnerships

Newswise  online

2022-03-25

“The Black Management Association was formed to ask big questions and build community,” said Ian O. Williamson, dean of the Merage School. “Their first in-person conference is not only an opportunity to address systemic inequities such as the wealth gap, but also a chance to forge connections and change the way we see the world.”

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What’s next: The ‘Great Resignation’

UCI News  online

2022-02-01

Ian O. Williamson, dean of UCI’s Paul Merage School of Business, is a globally recognized expert in human resource management. We asked him to help explain this phenomenon being called the “Great Resignation.”

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The ‘great resignation’ is a trend that began before the pandemic – and bosses need to get used to it

The Conversation  online

2021-11-12

Finding good employees has always been a challenge - but these days it’s harder than ever. And it is unlikely to improve anytime soon.

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The ‘great resignation’ of American workers started years before the pandemic

Chicago Sun Times  online

2021-11-15

Finding good employees has always been a challenge, but these days it’s harder than ever. And it is unlikely to improve anytime soon.

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UCI appoints Ian O. Williamson as dean of The Paul Merage School of Business

UCI News  online

2020-05-20

Ian O. Williamson, pro vice-chancellor and dean of the Wellington School of Business and Government at Victoria University of Wellington, New Zealand, has been named dean of the University of California, Irvine’s Paul Merage School of Business. He will begin his new role on Jan. 1, 2021.

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Event Appearances (5)

Illustrating DEIB as it relates to Societal Impact

AACSB Global Diversity & Inclusion Summit  

2021-12-16

Leading in the era of COVID

International Conference on Management in Emerging Markets  

2021-08-12

Empowering Students by Showing up in New Ways

AACSB Global Diversity & Inclusion Summit  

2020-12-07

Building a More Diverse and Inclusive Business School

AACSB International Conference and Annual Meeting  

2020-04-01

Social Sustainability

University of Antwerp International Week on Sustainability  

2020-03-12

Articles (5)

The Effect of HRM Practices on Employment Outcomes in Indigenous Social Enterprises

Journal of Social Entrepreneurship

2021 Indigenous economic development is a critical area of focus for many communities globally. Indigenous social enterprises play an important role in enhancing economic development by providing employment opportunities for Indigenous community members.

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Quadruple Helix Approach to Achieve International Product Quality for Indonesian Food SMEs

Journal of the Knowledge Economy

2021 The food and beverage industry represents a promising industry for significant economic growth in developing economies. However, a critical barrier to the food and beverage industry realizing this potential in developing countries is achieving international food quality standards.

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Toward a Business Resilience Framework for Startups

Sustainability

2021 Covid-19 has had a significant impact on the disruption of the global economic sector, including for startup businesses. This encourages entrepreneurs to carry out a continuous innovation process to become more ambidextrous and continue to innovate in an effort to futureproof their business. The paper aims to provide a business resilience framework by exploring capability (innovation ambidexterity, dynamic capability, and technology capability), behavior (agile leadership), and knowledge (knowledge stock) in startup businesses.

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Trust Consensus Within Culturally Diverse Teams: A Multistudy Investigation

Journal of Management

2020 Despite tremendous progress toward understanding trust within teams, research has predominately conceptualized team trust as a shared group construct, focusing almost exclusively on trust magnitude (i.e., mean level of trust) while ignoring trust dispersion (i.e., within-team differences in trust). As a result, we know little about this critical property of team trust, its determinants, and independent impact on team outcomes.

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The future of feedback: Motivating performance improvement through future-focused feedback

PloS one

2020 Managerial feedback discussions often fail to produce the desired performance improvements. Three studies shed light on why performance feedback fails and how it can be made more effective. In Study 1, managers described recent performance feedback experiences in their work settings. In Studies 2 and 3, pairs of managers role-played a performance review meeting. In all studies, recipients of mixed and negative feedback doubted the accuracy of the feedback and the providers’ qualifications to give it.

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