Catherine Shea
Catherine Shea

MANAGEMENT & ORGANIZATIONS
Visiting Assistant Professor of Management & Organizations
Post Doctoral Fellow, Kellogg Team and Group Research Center

Print Overview

Catherine Shea is a Visiting Assistant Professor of Management and Organizations and Post Doctoral Fellow at the Kellogg Team and Group Research Center. She received her Ph.D. in Management and Organizations from Duke University. Her research examines the motivational foundations of interpersonal relationships and social networks. Specifically, she examines how various goals and motivations affect the how we perceive others in our social networks, initiate interpersonal relationships, and develop broader social networks. To study these effects she utilizes multiple methodologies including experimental studies and social network analysis.

Dr. Shea’s research has been published in top academic journals including Psychological Science and Journal of Experimental Social Psychology, and has been presented at meetings of the Academy of Management, the Society for Judgment and Decision Making, and the Society for Personality and Social Psychology. She has received numerous awards and honors, including the 2013 Best Dissertation Award from the American Psychological Association (Div 49). Her research has been featured in various media outlets including the Huffington Post, the Globe and Mail, Health Magazine, Scientific American Mind, and Psychology Today.

Print Vita
Education
Ph.D., 2013, Management and Organizations, Fuqua School of Business, Duke University
M.S., 2006, Organizational Behaviour, Queen's University
Bachelor of Commerce, 2005, Queen's University, Honours

Academic Positions
Visiting Assistant Professor of Management and Organizations and Postdoctoral Fellow in the Kellogg Team and Group Center, Kellogg School of Management, Northwestern University, 2013-present

 
Print Research
Research Interests

Goal pursuit, social networks, motivation, interpersonal self-regulation, goal setting and appraisal, political ideology spill-overs into decision making




Articles
vanDellen, M., Catherine Shea, E. K. Davisson, C. Koval and G. M. Fitzsimons. 2014. Motivated Misperception: Self-Regulatory Resources Affect Goal Appraisals. Journal of Experimental Social Psychology.
Shea, Catherine, E. Davisson and G. M. Fitzsimons. 2013. Riding Other People's Coattails: Individuals With Low Self-Control Value Self-Control in Other People. Psychological Science. 24(6): 1031-1036.
Book Chapters
Gino, F. and Catherine Shea. 2012. "Deception in Negotiation: The Influence of Emotion." In The Oxford Handbook of Economic Conflict Resolution, edited by Bolton, G. and R. Croson, Oxford: Oxford University Press.

 
Print Teaching
Full-Time / Part-Time MBA
Leading and Managing Teams (MORS-460-0)

This course counts toward the following majors: Human Resource Management, Management & Organizations.

This is a course about teams: How to lead a team, encourage creativity, ensure coordination, deal with difficult team members, improve teams' decision making and performance, get the most out of a team, and manage the boundaries between the team and other parts of the organization from which the team draws resources and authority. Students are assigned to a team at the beginning of the quarter. Teams analyze cases of outstanding and poor teamwork, then complete a group project and analyze their own teamwork and outcomes.

Scaling Operations Lab (OPNS-956-B)
This course is Part II of the Scaling Operations Series. The Goal of this Course is to apply the tools learned in Part I to a real-world operations challenge centered on making strategic decisions that are grounded in operational reality. We apply concepts that will help us build and evaluate the “operating system” of the firm to maximize value with the focus on scaling the firm’s operations. This involves tailoring the firm’s operational competencies, assets, and processes to a specific business strategy. The focus of the course is on product companies.

Content: The course provides you with an opportunity to 1) formulate an operations strategy and 2) analyze, value, and optimize the key decisions involved in operations strategy. Our key evaluation metric will be how operations strategy impacts the net present value and risk exposure of the firm. The key decisions studied are evaluating competitive operational competencies and benchmarking; capacity expansion, timing, flexibility, and location; sourcing and supply mgt; risk management and operational hedging; improvement, innovation and learning. Teams of students will work directly with a company experiencing an operational challenge and will provide recommendations in the form of a final presentation to the class as well as the host company. Teams will be formed at the beginning of the quarter so that project scoping may occur before the start of the B-section course. Registration for this course will be completed through an application process.