Associate Professor RSM - Rotterdam School of Management Department of Organisation and Personnel Management
- Location
- Burg. Oudlaan 50, Rotterdam
- Room
- T10-39
- Telephone
- 0104082537
- shemla@rsm.nl
More information
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Profile
Dr. Meir Shemla is an Associate Professor of Organizational Behavior and the Academic Director of the MBA programme at Rotterdam School of Management. He received his PhD in Work & Organizational Psychology in 2011.
His work focuses on the impact of team composition on team performance, and he has particular interest in how diversity in teams can be leveraged to increase innovation and performance. In his work he also explores the (unintended) consequences of diversity policies on organizational performance and talent acquisition. Other research topics he is exploring include the role of followers in successful leadership and the effect of emotions in teams.His work appeard in outlets such as Academy of Management Annals, Organizational Behavior and Human Decision Processes, and Human Relations.
- E. Kearney, M. Shemla, D.L. van Knippenberg & F. Scholz (2019). A Paradox Perspective on the Interactive Effects of Visionary and Empowering Leadership. Organizational Behavior and Human Decision Processes, 155, 20-30. doi: 10.1016/j.obhdp.2019.01.001
- M. Shemla & J. Wegge (2019). Managing diverse teams by enhancing team identification: The mediating role of perceived diversity. Human Relations, 72 (4). doi: 10.1177/0018726718778101
- L.H. Nishii, J. Khattab, M. Shemla & R.M. Paluch (2018). A multi-level process model for understanding diversity practice effectiveness. The Academy of Management Annals, 12 (1), 37-82. doi: 10.5465/annals.2016.0044
- M. Shemla, B. Meyer, L.L. Greer & K.A. Jehn (2016). A Review of Perceived Diversity in Teams: Does How Members Perceive Their Team’s Composition Impact Team Processes and Outcomes? Journal of Organizational Behavior, 37 (S1), S89-S106. doi: 10.1002/job.1957
- E. Kearney, M. Shemla, D.L. van Knippenberg & F. Scholz (2019). A Paradox Perspective on the Interactive Effects of Visionary and Empowering Leadership. Organizational Behavior and Human Decision Processes, 155, 20-30. doi: 10.1016/j.obhdp.2019.01.001
- M. Shemla & J. Wegge (2019). Managing diverse teams by enhancing team identification: The mediating role of perceived diversity. Human Relations, 72 (4). doi: 10.1177/0018726718778101
- L.H. Nishii, J. Khattab, M. Shemla & R.M. Paluch (2018). A multi-level process model for understanding diversity practice effectiveness. The Academy of Management Annals, 12 (1), 37-82. doi: 10.5465/annals.2016.0044
- M. Shemla, B. Meyer, L.L. Greer & K.A. Jehn (2016). A Review of Perceived Diversity in Teams: Does How Members Perceive Their Team’s Composition Impact Team Processes and Outcomes? Journal of Organizational Behavior, 37 (S1), S89-S106. doi: 10.1002/job.1957
- J. Li, M. Shemla & J. Wegge (2021). The Preventative Benefit of Group Diversification on Group Performance Decline: An Investigation with Latent Growth Models. Journal of Organizational Behavior. doi: 10.1002/job.2498
- M. Shemla, E. Kearney, J. Wegge & S. Stegmann (2020). Unlocking the performance potential of functionally diverse teams: The paradoxical role of leader mood. Journal of Occupational and Organizational Psychology.
- J. Wegge, K.L. Jungbauer & M. Shemla (2019). When inspiration does not fit the bill: Charismatic leadership reduces performance in a team crisis for followers high in self-direction. Journal of Management and Organization, 1-18. doi: 10.1017/jmo.2019.64
- E. Kearney, M. Shemla, D.L. van Knippenberg & F. Scholz (2019). A Paradox Perspective on the Interactive Effects of Visionary and Empowering Leadership. Organizational Behavior and Human Decision Processes, 155, 20-30. doi: 10.1016/j.obhdp.2019.01.001
- M. Shemla & J. Wegge (2019). Managing diverse teams by enhancing team identification: The mediating role of perceived diversity. Human Relations, 72 (4). doi: 10.1177/0018726718778101
- J. Li, B. Meyer, M. Shemla & J. Wegge (2018). From Being Diverse to Becoming Diverse: A Dynamic Team Diversity Theory. Journal of Organizational Behavior, 39 (8), 956-970. doi: 10.1002/job.2272
- L.H. Nishii, J. Khattab, M. Shemla & R.M. Paluch (2018). A multi-level process model for understanding diversity practice effectiveness. The Academy of Management Annals, 12 (1), 37-82. doi: 10.5465/annals.2016.0044
- M. Shemla, B. Meyer, L.L. Greer & K.A. Jehn (2016). A Review of Perceived Diversity in Teams: Does How Members Perceive Their Team’s Composition Impact Team Processes and Outcomes? Journal of Organizational Behavior, 37 (S1), S89-S106. doi: 10.1002/job.1957
- B. Meyer, M. Shemla, J. Wegge & J. Li (2015). On the same side of the faultline: Inclusion in the leader's subgroup and employee performance. Journal of Management Studies, 52 (3), 354-380. doi: 10.1111/joms.12118
- E.M. Schraub, A. Micheli, M. Shemla & K. Sonntag (2014). The role of leader emotion management and team conflict for team members’ proactive behavior: A multilevel perspective. European Journal of Work and Organizational Psychology, 23 (2), 263-276. doi: 10.1080/1359432X.2012.728700
- K.N. Steffens, M. Shemla, J. Wegge & S. Diestel (2014). Organizational Tenure and Employee Performance: A Multilevel Analysis. Group and Organization Management, 39 (6), 664-690. doi: 10.1177/1059601114553512
- T. Hentschel, M. Shemla, J. Wegge & E. Kearney (2013). Perceived diversity is bad for team functioning: The role of shared emotions as a mediator and diversity beliefs as a moderator. Small Group Research, 44 (1), 33-61. doi: 10.1177/1046496412470725
- M. Shemla, E. Kearney, J. Wegge & S. Stegmann (2012). Team diversity, team processes, and team performance: The moderating role of leader mood. Academy of Management Proceedings. doi: 10.5465/AMBPP.2012.293
- B. Meyer, M. Shemla & C.C. Schermuly (2011). Social category salience moderates the effect of diversity faultlines on information elaboration. Small Group Research, 42 (3), 257-282. doi: 10.1177/1046496411398396
- H.W. Lam, S.R. Giessner & M. Shemla (2020). Tips: Loneliness and working from home during the COVID-19 crisis. RSM Discovery - Management Knowledge. [go to publisher's site]
- H. Lam, S. Giessner & M. Shemla (2020). Tips: Loneliness and working from home during the COVID-19 crisis. RSM Discovery - Management Knowledge.
- M. Shemla (2019). Pitfalls and potential: the hidden dangers and challenges of managing diversity. RSM Discovery - Management Knowledge.
- M. Shemla (2017). Making diversity policies work. RSM Discovery - Management Knowledge, 32 (4), 5-7.
- D. Dej, M. Shemla & J. Wegge (2013). Entrepreneurs’ Creativity and Innovation: A Key to Performance. In A..G. Tan (Ed.), Creativity, Talent and Excellence (pp. 135-151). Singapore: Springer
- B. Ries, S. Diestel, M. Shemla, F. Liebermann, J. Wegge & K. Schmidt (2013). Age diversity and team effectiveness. In C..M. Schlick, E. Frieling & J. Wegge (Eds.), Age-Differentiated Work Systems (pp. 89-118). Berlin: Springer
- M. Shemla, D. Dej & J. Wegge (2012). Aiming for innovation in teams: The promise of team diversity. In A.-G. Tan (Ed.), Creativity and Talent Development.. Frankfurt: Springer
- L. Nishii, J. Khattab, M. Shemla & R.M. Paluch (2017). A multi-level process model for understanding diversity practice effectiveness. In Academy of Management Proceedings Vol. 2017. Academy of Management Proceedings doi: 10.5465/ambpp.2017.293
- H. Lam, S. Giessner & M. Shemla (2020, mei 8). Four Simple Ways To Combat The Loneliness Caused By COVID-19. Forbes [go to publisher's site]
- M. Shemla (2020, april 1). The Diversity Myth. Edge Magazine
- M. Shemla (2019, april 10). How To Effectively Manage Your Diverse Team. Forbes [go to publisher's site]
- M. Shemla (2018, augustus 22). Why Workplace Diversity Is So Important, And Why It's So Hard To Achieve. Forbes
- M. Shemla (2016, november 11). Can you have too much diversity? Lessons from the Premier League. HR Magazine
- M. Shemla, S. Adanov & J. Gadellaa (2016, september 1). Too much of a good thing: Is there a risk in having too much diversity? CEMS Magazine
- M. Shemla & C. Post (2015, september 19). The Dark Side of Silicon Valley Diversity Targets. Newsweek
- M. Shemla & A. Kreienberg (2014, oktober 16). Gender Quotas in Hiring Drive Away Both Women and Men. Forbes
- H.W. Lam, S.R. Giessner & M. Shemla (2020). Four Simple Ways To Combat The Loneliness Caused By COVID-19. (available: 8 May 2020). [go to publisher's site]
Peak Perspective
- Start date approval
- Apr/2019
- End date approval
- Dec/2021
- Place
- HAMBURG, GERMANY
- Description
- Partner
HRM Master Thesis
- Title
- HRM Master Thesis
- Year
- 2020
- Year level
- master
OCC Master Thesis
- Title
- OCC Master Thesis
- Year
- 2020
- Year level
- master
Global Leadership
- Title
- Global Leadership
- Year
- 2020
- Year level
- master
HRM-OCC Master Thesis
- Title
- HRM-OCC Master Thesis
- Year
- 2020
- Year level
- master
HRM/OCC Internship
- Title
- HRM/OCC Internship
- Year
- 2020
- Year level
- master
IM Research clinic
- Title
- IM Research clinic
- Year
- 2020
- Year level
- master
IM Research clinic
- Title
- IM Research clinic
- Year
- 2020
- Year level
- master
Group and Organization Management
- Role
- Associate Editor
Associate Professor
- University
- Erasmus University Rotterdam
- School
- RSM - Rotterdam School of Management
- Department
- Department of Organisation and Personnel Management
- Telephone
- 0104082537
Peak Perspective
- Role
- Partner
- Obtained Wage
- yes