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Jill Perry-Smith - Emory University, Goizueta Business School. Atlanta, GA, US

Jill Perry-Smith Jill Perry-Smith

Senior Associate Dean For Strategic Initiatives; Goizueta Foundation Term Professor of Organization & Management | Emory University, Goizueta Business School

Atlanta, GA, UNITED STATES

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What helps unlock our Inner creativity? | Jill Perry-Smith | TEDxPeachtree Professor Jill Perry-Smith on students and business ethics Professor Jill Perry-Smith discusses the tools a student needs for success Dr. Jill Perry-Smith talks about Goizueta's global perspective Importance of creativity in the workplace

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Biography

Jill Perry-Smith is Goizueta Foundation Term Chair and Professor of Organization & Management at Emory University. Professor Perry-Smith currently serves as the Senior Associate Dean for Strategic Initiatives. She joined the Goizueta Business School faculty after receiving her PhD in organizational behavior from the College of Management at the Georgia Institute of Technology.

Professor Perry-Smith’s research investigates how social networks and relationships impact creativity and innovation. In another stream of research, she explores how family influences work engagement and the role of company policies that help employees integrate life and work. Her research has appeared in leading management journals such as Academy of Management Journal, Organization Science, and Journal of Applied Psychology; she also has contributed to several books including Encyclopedia of Creativity, and The Oxford Handbook of Creativity, Innovation, and Entrepreneurship. Professor Perry-Smith has served as an associate editor of Academy of Management Journal.

Prior to her academic career, Professor Perry-Smith worked in the oil and gas industry overseeing large refinery expansion projects across the United States. She brings her unique vantage point as a former civil engineer to her approach to teaching. She teaches courses in the areas of groups & teams and creativity & innovation. She also teaches organizational behavior seminars in the PhD program.

Areas of Expertise (3)

Creativity and Innovation

Informal Social Networks

Work-Life Initiatives

Education (3)

Georgia Institute of Technology: PhD, Organizational Behavior 2002

Pepperdine University: MBA, Management 1991

Syracuse University: BS, Civil Engineering 1989

In the News (4)

Emory Life Emory Faculty Present at TedxPeachtree

The Emory Wheel  online

2015-11-17

Along with Vilhauer’s talk about positive future thought and action, two other Emory-affiliated community members — Neurosurgery Resident Physician at Emory Jordan Amadio and Associate Professor at the Goizueta Business School Jill Perry-Smith — spoke at this year’s TedXPeachtree event. Amongst beatbox performances and demos of friendly robots, the three discussed their respective research about psychology, neuroscience and management...

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Why It's Dangerous to Ask Your Friends and Family for Advice

Inc.  online

2015-11-05

Dr. Jill Perry-Smith, an Associate Professor of Organization and Management at Emory University and speaker at the upcoming TEDxPeachtree, has an interesting perspective on creativity.

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MARTA spent $144,000 on help for top management

AJC  online

2012-10-08

Jill Perry-Smith, an expert on organizational behavior at the Emory University, said businesses commonly hire outside consultants to try and determine what might be creating management problems, but such probes are generally are topical and not focused on the top executive. “That is unusual,” she said. “It might suggest there is a problem with the leadership that needs to be addressed or it might suggest something else. It might send an unintended message that those commissioning it did not intend to send.”...

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Trying to be creative in a 'Dilbert' world

CNN  online

2012-06-16

"Within organizations, there are different objectives," says Jill Perry-Smith, a professor at Emory University's Goizueta Business School who has studied the effect of informal social networks on creativity. "In many cases, some of the systems that produce effective organizations simultaneously may hamper creativity within those firms."...

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Publications (6)

Social network ties beyond non-redundancy: An experimental investigation of the effect of knowledge content and tie strength on creativity

Journal of Applied Psychology

2014 Social network research emphasizes the access to nonredundant knowledge content that network ties provide. I suggest that some content is more beneficial than others and that tie strength may affect creativity for reasons other than the associated structure. That is, tie strength may affect how individuals process nonredundant knowledge. I investigate 2 types of knowledge content—information (i.e., facts or data) and frames (i.e., interpretations or impressions)—and explore whether tie strength influences their effect on creativity.

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The emergence of team creative cognition: the role of diverse outside ties, sociocognitive network centrality, and team evolution

Strategic Entrepreneurship Journal

2008 We introduce the concept of team creative cognition and discuss how it is transferred and infused within the team to enable the team's creativity. Specifically, we propose that diverse personal ties outside of the team shape and strengthen individual team member's 'creative muscle,'and that this individual creative cognition is infused within the team through modeling processes, ultimately resulting in team creative cognition. We further propose that team member centrality in the team's sociocognitive network, as well as the ...

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Social yet creative: The role of social relationships in facilitating individual creativity

Academy of Management Journal

2006 Integrating creativity and social network theories, I explore the direct and interactive effects of relationship strength, network position, and external ties on individual creative contributions. Results from a study of research scientists suggest that weaker ties are generally beneficial for creativity, whereas stronger ties have neutral effects. I also found that centrality is more positively associated with creativity when individuals have few ties outside of their organization and that the combination of centrality and many outside ties is not ...

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The social side of creativity: A static and dynamic social network perspective

Academy of Management Review

2003 We explore the association between the context of social relationships and individual creativity. We go beyond a one-dimensional treatment of social relationships, highlighting the importance of both static and dynamic social network concepts. We argue that weaker ties are generally but not always beneficial for creativity, propose the network positions that facilitate and constrain creative work, and describe three moderators. A spiraling model is presented, capturing the cyclical relationship between creativity and ...

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Effects of social-psychological factors on creative performance: The role of informational and controlling expected evaluation and modeling experience

Organizational Behavior and Human Decision Processes

2001 The impact of two social-psychological factors, expected evaluation and modeling, on creativity was investigated in a laboratory study. The controlling and informational aspects of expected evaluation were manipulated and individuals were provided no example, a standard example, or a creative example of a solution to a representative management problem. As expected, individuals had significantly higher creativity and intrinsic motivation when anticipating an informational rather than a controlling evaluation. In addition, ...

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Work-family human resource bundles and perceived organizational performance

Academy of Management Journal

2000 Although typically excluded from strategic human resource models, bundles of work-family policies may be an HR approach related to competitive advantage. Symbolic action and resource-based views provide conceptual support for such a relationship. Results from a national sample of 527 US firms suggest that organizations with more extensive work-family policies have higher perceived firm-level performance. In addition, there was partial support for the hypotheses that the relationship between work-family bundles and firm ...

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