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)
Human Resource Management
Diversity in the Workforce
Future of Work
Strategic Human Resource Management
Melbourne Business School Senior Executive MBA Teaching Award (professional)
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)
Management Education Division of the Academy of Management Best Paper Award (professional)
Miami University: B.S., Management 1994
University of North Carolina at Chapel Hill: Ph.D., Organizational Behavior 2000
- 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 (8)
Status Update: Judges chosen for Dragon Challenge at UC Irvine
The Orange County Register online
The Dragon Kim Foundation has announced the judges for its 2022 Dragon Challenge competition. They include Dean Ian O. Williamson from UCI’s Paul Merage School of Business and José E. Feliciano and Kwanza Jones, co-founders of the Kwanza Jones & José E. Feliciano Initiative.
2022 Innovator of the Year Award Nominees
Orange County Business Journal online
Ian Williamson, Dean of The UCI Paul Merage School of Business
Apodaca: Elon Musk isn’t always right. Take for, for example, his attitude toward remote work
Daily Pilot online
As I expected when I questioned him about remote work, the picture is more complex than the binary, all-or-nothing scenario that Musk’s policy suggests. Rather than looking at the issue from a standpoint of remote versus in-person, Williamson sees it more as one of workers seeking greater flexibility and mobility.
Black Management Association Conference Will Address Racial Wealth Gap and Forge New Partnerships
“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.”
What’s next: The ‘Great Resignation’
UCI News online
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.”
The ‘great resignation’ is a trend that began before the pandemic – and bosses need to get used to it
The Conversation online
Finding good employees has always been a challenge - but these days it’s harder than ever. And it is unlikely to improve anytime soon.
The ‘great resignation’ of American workers started years before the pandemic
Chicago Sun Times online
Finding good employees has always been a challenge, but these days it’s harder than ever. And it is unlikely to improve anytime soon.
UCI appoints Ian O. Williamson as dean of The Paul Merage School of Business
UCI News online
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.
Event Appearances (5)
Illustrating DEIB as it relates to Societal Impact
AACSB Global Diversity & Inclusion Summit
Leading in the era of COVID
International Conference on Management in Emerging Markets
Empowering Students by Showing up in New Ways
AACSB Global Diversity & Inclusion Summit
Building a More Diverse and Inclusive Business School
AACSB International Conference and Annual Meeting
University of Antwerp International Week on Sustainability
The Effect of HRM Practices on Employment Outcomes in Indigenous Social EnterprisesJournal 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.
Quadruple Helix Approach to Achieve International Product Quality for Indonesian Food SMEsJournal 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.
Toward a Business Resilience Framework for StartupsSustainability
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.
Trust Consensus Within Culturally Diverse Teams: A Multistudy InvestigationJournal 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.
The future of feedback: Motivating performance improvement through future-focused feedbackPloS 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.