Greg Oldham
Professor & J. F., Jr. and Jesse Lee Seinsheimer Chair of Business
Areas of Expertise
Biography
Greg Oldham’s research focuses on the contextual and personal conditions that prompt the creativity of individuals and teams in organizations. He has also conducted numerous studies on the effects of the design of work and work environments on employees’ effectiveness and psychological well-being. His interests cover a range of employees in diverse companies and countries, with a current ongoing project in Taiwan.
Professor Oldham has a long history in his field, having worked as a consultant after receiving his Ph.D. Joining Freeman from the University of Illinois, he appreciates Tulane’s smaller size and the opportunities it affords for personal interaction with his sharp students and smart colleagues.
Education
Yale University
University of California, Irvine
Accomplishments
Distinguished Educator Award
Distinguished Educator Award, Academy of Management, 2004
Articles
The impact of digital technology on the generation and implementation of creative ideas in the workplace
2015
This article discusses a variety of ways that digital technology can enhance innovation by facilitating the conditions necessary for the development of employees’ creative ideas and the implementation of these ideas in organizations.
Intergroup competition as a double-edged sword: How sex composition regulates the effects of competition on group creativity
2013
Building on social role theory, we extend a contingency perspective on intergroup competition proposing that having groups compete against one another is stimulating to the creativity of groups composed largely or exclusively of men but detrimental to the creativity of groups composed largely or exclusively of women.
Adopting Employees' Ideas: Moderators of the Idea Generation–Idea Implementation Link
2012
This study examined the possibility that the relationship between the number of ideas an employee generated and the number of those ideas that were adopted by the organization was moderated by the general radicalness of the employee's ideas (i.e., the extent to which the ideas were breakthrough or groundbreaking), the employee's intention to stay, psychological safety, and coworker support.
Not what it was and not what it will be: The future of job design research
2010
This summary commentary explores the likely future directions of research and theory on the design of organizational work. We give special attention to the social aspects of contemporary work, the process by which jobholders craft their own jobs, the changing contexts within which work is performed, and the increasing prominence of work that is performed by teams rather than individuals. Copyright © 2010 John Wiley & Sons, Ltd.
Media Appearances
Want to kill creativity of women in teams? Fire up the competition
Co-authors include Abhijeet K. Vadera, PhD, of the Indian School of Business, Hyderabad, India; Roger T. A. J. Leenders, PhD, of the Tilburg School of Social and Behavioral Sciences, Tilburg University, The Netherlands; and Greg R. Oldham, PhD, of the A. B. Freeman School of Business at Tulane University...
