Research Interests/Areas of Expertise
Power and Status, Ethics, Gender
Power and Status, Ethics, Gender
An award-winning researcher and teacher, Jessica Kennedy studies hierarchies and gender in work organizations. Her research has been covered by news outlets such as The Wall Street Journal, NPR, Businessweek, Fast Company, New York Magazine, and Time. She teaches the core Leading Teams and Organizations course and an elective on Negotiation for the MBA program. Prior to entering academia, Kennedy worked in investment banking in New York and San Francisco.
In 2018, Kennedy was named one of the Best 40 Under 40 Professors by Poets and Quants, she received the Academy of Management's Award for Best Practitioner-oriented Paper in the OB division, and she received the Chancellor's Award for Diversity and Inclusion Research. She also won the 2018 Dean's Teaching Award at Owen. Currently, she is a Brownlee O. Currey Jr. Dean's Faculty Fellow. Previously, she received the Best Article Award from Business Ethics Quarterly (2016), the Research Productivity Award at Owen (2017), and won the INFORMS/Organization Science Dissertation Competition (2011). Kennedy serves on the Editorial Board of Organizational Behavior and Human Decision Processes.
Kennedy's research focuses on hierarchies and on gender. The first line of research examines how and why hierarchies dysfunction. The second line of research explores how gender impacts career and negotiation outcomes. Kennedy's work has contributed knowledge of how hierarchical position and gender impact people's identities, with implications for their ethical behavior.
PhD, Haas School of Business, University of California, Berkeley, 2012
BS, summa cum laude, The Wharton School, University of Pennsylvania, 2004
Kennedy, J. A., & Schweitzer, M. E. (2018). Building Trust by Tearing Others Down: When Accusing Others of Unethical Behavior Engenders Trust. Organizational Behavior and Human Decision Processes. 149, 111-128
Kennedy, J. A., & Anderson, C. (2017). Hierarchical rank and principled dissent: How holding higher rank suppresses objection to unethical practices. Organizational Behavior and Human Decision Processes, 139, 30-49.
Kennedy, J. A., Kray, L. J., & Ku, G. (2017). A social-cognitive approach to understanding gender differences in negotiator ethics: The role of moral identity. Organizational Behavior and Human Decision Processes, 138, 28-44.
Haselhuhn, M. P., Kray, L. J., Schweitzer, M. E., & Kennedy, J. A. (in press). Perceptions of high integrity can persist after deception: How implicit beliefs moderate trust erosion. Journal of Business Ethics.
Kennedy, J. A., Kim, T. W., & Strudler, A. (2016). Hierarchies and dignity: A Confucian communitarian approach. Business Ethics Quarterly, 26, 479-502.
Kennedy, J. A., & Kray, L. J. (2015). A pawn in someone else's game? The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation. Research in Organizational Behavior, 35, 3-28.
Goncalo, J. A., Chatman, J. A., Duguid, M. M., & Kennedy, J. A. (2015). Creativity from constraint? How the political correctness norm influences creativity in mixed-sex work groups. Administrative Science Quarterly, 60, 1-30.
Haselhuhn, M. P., Kennedy, J. A., Kray, L. J., Van Zant, A., & Schweitzer, M. E. (2014). Gender differences in trust dynamics: Women trust more than men following a trust violation. Journal of Experimental Social Psychology, 56, 104-109.
Kray, L. J., Kennedy, J. A., & Van Zant, A. B. (2014). Not competent enough to know the difference? Gender stereotypes about women’s ease of being misled predict negotiator deception. Organizational Behavior and Human Decision Processes, 125, 61-72.
Kennedy, J. A., & Kray, L. J. (2013). Who is willing to sacrifice ethical values for money and social status? Gender differences in reactions to ethical compromises. Social Psychological and Personality Science, 5 (1), 52-59.
Kennedy, J. A., Anderson, C., & Moore, D. M. (2013). When overconfidence is revealed to others: Testing the status-enhancement theory of overconfidence. Organizational Behavior and Human Decision Processes, 122 (2), 266-279
Anderson, C., Brion, S., Moore, D. M., & Kennedy, J. A. (2012). A status-enhancement account of overconfidence. Journal of Personality and Social Psychology, 103 (4), 718-735.
Chatman, J. A., Goncalo, J. A., Kennedy, J. A., & Duguid, M. M. (2012). Political correctness and group composition: A research agenda. In E. Mannix, & M. Neale (Eds.), Research on managing groups and teams (Vol. 15, pp. 161-183). Bingley, UK: Emerald.
Anderson, C., & Kennedy, J. A. (2012). A micropolitics model of status hierarchies in teams. In E. Mannix & M. Neale (Eds.), Research in managing groups and teams (Vol. 15, pp. 49-80). Bingley, UK: Emerald.
Chatman, J. A. & Kennedy, J. A. (2010). Psychological perspectives on leadership. In N. Nohria, & R. Khurana (Eds.), Leadership: Advancing the discipline (pp. 159-182). Cambridge, MA: Harvard Business School Publishing.