Jill Perry-Smith is Goizueta Foundation Term Chair and Professor of Organization & Management at Emory University. Professor Perry-Smith also currently serves as the Organization & Management area coordinator. 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
Georgia Institute of Technology: PhD, Organizational Behavior 2002
Pepperdine University: MBA, Management 1991
Syracuse University: BS, Civil Engineering 1989
Media Appearances (4)
Emory Life Emory Faculty Present at TedxPeachtree
The Emory Wheel online
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...
Why It's Dangerous to Ask Your Friends and Family for Advice
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.
MARTA spent $144,000 on help for top management
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.”...
Trying to be creative in a 'Dilbert' world
"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."...
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.
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 ...
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 ...
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 ...
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, ...
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 ...