Areas of Expertise (11)
Luis L. Martins is an educator, researcher and trainer with new insights on workplace factors that impact productivity, creativity and innovation, and satisfaction within organizations. He addresses the impact of diversity within organizations, global virtual teams, workplace culture, team psychology, work balance, individual and team identity, and many other vital organizational topics. At the heart of his studies are questions of how we can work together more effectively, more creatively, and with more satisfaction and mutual trust.
Martins is the chair of the management department, director of the Herb Kelleher Center for Entrepreneurship, and the Juanita Dreibelbis Fellow in Business at the McCombs School of Business, The University of Texas at Austin. He serves as the faculty director of the MS in Technology Commercialization program.
Prior to joining UT in January, 2010, he was on the faculty of the College of Management at the Georgia Institute of Technology, the School of Business at the University of Connecticut, and the Stern School of Business at New York University.
His research has appeared in several top management journals, such as Academy of Management Review, Academy of Management Journal, Journal of Applied Psychology, and Organization Science, and has been covered in major newspapers such as the New York Times and the Chicago Tribune. In 2009, he won the Journal of Management’s Best Paper Award for his research on the dynamics of virtual teams.
Martins has won several teaching awards, most recently the 2008 Professor of the Program Award from the EMBA program and the 2009 Professor of the Year Award from the Evening MBA program at the Georgia Tech College of Management. His consulting and executive development clients include Accenture, Coca Cola, FBI Crime Labs, General Electric, Lockheed Martin, McKesson, NASA, Powerwave Technologies, and Waffle House.
New York University - Stern School of Business: Ph.D., Management and Organizational Behaviour, Minor in Information Systems 1997
New York University - Stern School of Business: M.Phil., Management and Organizational Behaviour, Minor in Information Systems 1995
Barkatullah University (formerly Bhopal University): M.Sc., Mathematics 1988
Barkatullah University (formerly Bhopal University): B.Sc., Mathematics and Physics 1986
Media Appearances (1)
Learning to Innovate
Successful innovation requires a strategy that must be set and driven by a company's leaders.
A review of the literature on organizational rankings across management, sociology, education, and law reveals three perspectives on these complex evaluations—rankings are seen as a form of information intermediation, as comparative orderings, or as a means for surveillance and control.
We conducted an experimental study to compare the effects of organization-sponsored gender diversity management programs on women’s evaluations of organizational attractiveness in two countries: the United States and France.
We draw on the values literature from social psychology and the acculturation literature from cross-cultural psychology to develop and test a theory of how signals about an organization's diversity management (DM) approach affect perceptions of organizational attractiveness among potential employees.
We advance a theory of how business models can be innovated proactively in the absence of exogenous changes, through processes of generative cognition.
Using social exchange theory, we argue that because supervisors tend to value employee trustworthiness, they will be more likely to adhere to interpersonal and informational justice rules with trustworthy employees.
This study develops and tests a model that examines how top managers’ sensemaking of rankings affects organizational change.
In this paper, we review the research on virtual teams in an effort to assess the state of the literature.
In this study, we examined the moderating effects of individual differences and sources of support on the negative relationship between work-family conflict and career satisfaction.
A multitheoretical approach was used to explore why organizations vary in the degree to which they have adopted policies designed to help employees manage their work and family lives.
In this article, we review and evaluate recent management research on the effects of different types of diversity in group composition at various organizational levels (i.e., boards of directors, top management groups, and organizational task groups) for evidence of common patterns.