Lisa Shu
Lisa L. Shu

MANAGEMENT & ORGANIZATIONS
Visiting Assistant Professor of Management & Organizations
Postdoctoral Fellow, Dispute Resolution Research Center

Print Overview

Lisa L. Shu is a Visiting Assistant Professor of Management & Organizations and Postdoctoral Fellow at the Dispute Resolution Research Center. Shu studies the architecture of morality through examining the antecedents and consequences of ethical decision-making. In the laboratory and field, she investigates the psychological costs of unethical behavior, and proposes ways to avoid the costs of dishonesty through interventions in the social context. She tests strategies that promote ethical decision-making over the long term in order to identify moral nudges that can be effective across a diversity of cultural and geographic settings.

Her work has been featured in academic and media outlets such as CBS MoneyWatch, CNN Live, Financial Times, Journal of Personality and Social Psychology, and Proceedings of the National Academy of Sciences. Shu attained her PhD in Organizational Behavior and Psychology from Harvard University.

Print Vita
Education
Ph.D., 2012, Organizational Behavior and Psychology, Harvard University
A.B., 2006, Economics and Psychology, Harvard University

Academic Positions
Visiting Assistant Professor, Department of Management & Organizations; Postdoctoral Fellow, Dispute Resolution Research Center, Kellogg School of Management, Northwestern University

 
Print Research
Articles
Morewedge, C.K., Lisa Shu, D.T. Gilbert and T.D. Wilson. 2009. Bad riddance or good rubbish? Ownership and not loss aversion causes the endowment effect. Journal of Experimental Social Psychology. 45(4): 947-951.
Shu, Lisa, N. Mazar, F. Gino, Dan Ariely and Max H. Bazerman. 2012. Signing at the beginning makes ethics salient and decreases dishonest self-reports in comparison to signing at the end. Proceedings of the National Academy of Sciences. 109(38): 15197-15200.
Shu, Lisa and F. Gino. 2012. Sweeping dishonesty under the rug: How unethical actions lead to forgetting of moral rules. Journal of Personality and Social Psychology. 102(6): 1164-1177.
Bazerman, Max H., F. Gino, Lisa Shu and C. Tsay. 2011. Joint evaluation as a real-world tool for managing emotional assessments of morality. Emotion Review. 3(3): 290-292.
Gino, F., Lisa Shu and Max H. Bazerman. 2010. Nameless + harmless = blameless: When seemingly irrelevant factors influence judgment of (un)ethical behavior. Organizational Behavior and Human Decision Processes.(111): 102-115.
Milkman, K.L., M.C. Mazza, Lisa Shu, C. Tsay and Max H. Bazerman. 2012. Policy bundling to overcome loss aversion: A method for improving legislative outcomes. Organizational Behavior and Human Decision Processes. 117(1): 158-167.
Shu, Lisa, F. Gino and Max H. Bazerman. 2011. Dishonest deed, clear conscience: When cheating leads to moral disengagement and motivated forgetting. Personality and Social Psychology Bulletin. 37(3): 330-349.

 
Print Teaching
Full-Time / Part-Time MBA
Negotiations (MORS-470-0)

This course counts toward the following majors: Entrepreneurship & Innovation, Management & Organizations.

This course is designed to improve students' skills in all phases of negotiation: understanding prescriptive and descriptive negotiation theory as it applies to dyadic and multiparty negotiations, to buyer-seller transactions and the resolution of disputes, to the development of negotiation strategy and to the management of integrative and distributive aspects of the negotiation process. The course is based on a series of simulated negotiations in a variety of contexts including one-on-one, multi-party, cross-cultural, third-party and team negotiations. There is an attendance policy.