3
Maureen L. Ambrose
Department of Management 407 East Amelia St.
University of Central Florida Orlando, Florida 328203
Orlando, Florida 32816 (407) 380-5819
(407) 823-5648
(407) 832-3725 (fax)
Research Interests:
· Organizational fairness
· Ethics in organizations
· Workplace deviance
Teaching Interests:
· Organizations Behavior
· Negotiation and Conflict Management
· Leadership and Managerial Skills
Education:
Ph.D., 1986 University of Illinois at UrbanaChampaign
Major: Industrial/Organizational Psychology
Minors: Quantitative Psychology;
Organizational Behavior
A.M., 1983 University of Illinois at UrbanaChampaign
Major: Industrial/Organizational Psychology
B.A., 1980 University of California at Santa Barbara
Major: Experimental Psychology
Graduated Summa Cum Laude
Professional Experience:
7/10- Gordon J. Barnett Professor of Business Ethics, Management Department
Present University of Central Florida, Orlando, Florida 32816
8/99- Professor, Management Department
present University of Central Florida, Orlando, Florida 32816
8/97- Director of Research, College of Business
8/99 University of Colorado at Boulder, Boulder, Colorado 80309
8/91 Associate Professor, Department of Management
8/99 University of Colorado at Boulder, Boulder, Colorado 80309
8/85 Assistant Professor, Department of Management and Organizations,
8/91 University of Iowa, Iowa City, Iowa 52242
Teaching Experience:
Ph.D.
Organizational Behavior
Workplace Deviance
Organizational Justice
Executive MBA
Organizational Behavior
Negotiation and Conflict Management
Masters
Organizational Behavior
Conflict Management and Negotiation
Organizational Change
Leadership and Managerial Skills
Managing Group Behavior
Undergraduate
Organizational Behavior
Leadership and Managerial Skills
Publications:
Wo, X., Ambrose, M. L., & Schminke, M. (in press). What drives trickle-down effects of justice: A test of three mediators. Academy of Management Journal.
Priesemuth, M., Schminke, M., Ambrose, M., & Folger, R. (in press). Abusive supervision climate: a multiple mediation model of its impact on group & individual outcomes. Academy of Management Journal.
Ambrose, M. L., Wo, X. H., & Griffith, M. D. (accepted). Overall justice: Looking back and looking forward. To appear in R. S. Cropanzano and M. L. Ambrose (Eds). The Oxford University Press Handbook on Justice in the Workplace.
Wo, X. & Ambrose, M. L. (accepted). A multiple mediator model of trickle down effects. In S. Gilliland, D. Steiner, & D. Skarlicki (Eds.) Research in Social Issues in Management.
Schminke, M., Caldwell, J., Ambrose, M. L., & McMahon, S. (2014). Better than ever? An investigation of the ethical recovery paradox. Organizational Behavior and Human Decision Processes, 123, 206-219.
Ambrose, M. L., Schminke, M., & Mayer, D. (2013). Trickle-down effects of supervisor perceptions of interactional justice: A moderated mediation approach. Journal of Applied Psychology, 98, 678-689.
Mitchell, M. S., & Ambrose, M. L. (2012). Employees’ behavioral reactions to supervisor aggression: An examination of situational and individual factors. Journal of Applied Psychology, 97, 1148-1170.
Ambrose, M.L. (2011). It’s fairly political around here: The relationship between perceptions of organizational politics and organizational justice. In G. R. Ferris & D. C. Treadway (Eds.), Politics in Organizations: Theory and Research. Routledge Psychology Press, New York.
Seabright, M., Ambrose, M., & Schminke, M. (2010). Two images of workplace sabotage: Extreme and insidious. In J. Greenberg (Ed.) Insidious Workplace Behavior (pp. 77-99), Routledge/Psychology Press, New York.
Ambrose, M. L., & Schminke, M. (2009). The role of overall justice judgments in organizational justice research. Journal of Applied Psychology, 94, 491-500.
Ambrose, M. L., & Schminke, M. (2009). Assessing roadblocks to justice: A model of fair behavior in organizations. Research in Personnel and Human Resource Management, 28, 219-263.
Ambrose, M. L., Arnaud, A., & Schminke, M. (2008). Individual moral development and ethical climate: The influence of Person-Organization fit on job attitudes. Journal of Business Ethics, 77, 323-334.
Ambrose, M. L. Hess, R. L., & Gansar, S. (2007). The relationship between justice and attitudes: An examination of justice effects on specific and global attitudes. Organizational Behavior and Human Decision Processes, 103, 21-36.
Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of the negative norm of reciprocity. Journal of Applied Psychology, 92, 1159-1168.
Ambrose, M. L., & Schminke, M. (2007). Examining justice climate: Issues of fit, simplicity, and content. In F. Dansereau, & F. J. Yammarino (Eds.), Research in Multilevel Issues, vol.6, 397-413. New York, NY: Elsevier.
Alder, G.S., Noel, T.W, & Ambrose, M.L. (2006). Clarifying the effects of Internet monitoring on job attitudes: The mediating role of employee trust. Information & Management, 43, 894-903.
Alder, G.S., Ambrose, M.L., & Noel, T.W. (2006). The effect of formal advance notice and justification on Internet monitoring fairness: Much ado about nothing? Journal of Leadership and Organizational Studies, 13, 93-107.
Alder, G. S., & Ambrose, M. L. (2005). Feedback’s influence on the perceived fairness of computer performance monitoring: An empirical investigation. Organizational Behavior and Human Decision Processes, 97, 161-177.
Schminke, M., Ambrose, M. L., & Neubaum, D. O. (2005). The effect of leader moral development on ethical climate and employee attitudes. Organizational Behavior and Human Decision Processes, 97,135-151.
Ambrose, M. L., & Arnaud, A. (2005). Are procedural justice and distributive justice conceptually distinct? In J. Greenberg and J. Colquitt (Eds.) The handbook of organizational justice: Fundamental questions about fairness in the workplace (pp. 59-84). Hillsdale, NJ: Erlbaum.
Alder, G. S., & Ambrose, M. L. (2005). Toward understanding fairness judgments associated with computerized performance monitoring: An integration of feedback, justice, and monitoring research. Human Resource Management Review, 15, 43-67.
Ambrose, M. L., & Rosse, J. G. (2003). Procedural justice and personality testing: When sincerity matters. Group and Organization Management, 28, 502-526.
Ambrose, M. L., & Cropanzano, R. S. (2003). A longitudinal analysis of organizational fairness: An examination of reactions to tenure and promotion decisions. Journal of Applied Psychology, 88, 266-275.
Ambrose, M. L., & Schminke, M. (2003). Organization structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational support and supervisory trust. Journal of Applied Psychology, 88, 295-305.
Schminke, M., Ambrose, M. L., & Miles, J. A. (2003). Ethical frameworks: An examination of sex differences, setting, and accuracy of perceptions. Sex Roles, 48, 361-375.
Ambrose, M. L. (2002). Organizational justice in the 21st Century: Three themes in contemporary research. Organizational Behavior and Human Decision Processes, 89, 803-812.
Ambrose, M. L., Seabright, M., & Schminke, M. (2002). Sabotage in the workplace: The role of organizational injustice. Organizational Behavior and Human Decision Processes, 89, 947-965.
Ambrose, M. L., & Kulik, C. T. (2001). How do I know that’s fair? A categorization approach to fairness judgments. In S. Gilliland, D. Steiner, & D. Skarlicki (Eds.) Research in Social Issues in Management: Theoretical and cultural perspectives on organizational justice (pp. 35-63). Greenwich, CT: IAP Press.
Ambrose, M.L., & Schminke, M. (2001). Are flexible organizations the death knell for the future of procedural justice? In R. Cropanzano (ed.) Justice in the workplace II: From theory to practice (229-244). Hillsdale, NJ: Erlbaum.
Cropanzano, R.S., & Ambrose, M.L. (2001). Procedural and distributive justice are more similar than you think: A monistic perspective and research agenda. In J. Greenberg and R. Cropanzano (eds.) Advances in organizational justice (pp. 119-151). Palo Alto, CA: Stanford University Press.
Ambrose, M. L., & Daily, C. M. (2001). From the editors: The roles of a scholar in the publication process. Academy of Management Journal, 43, 247-248.
Schminke, M., Ambrose, M. L., & Cropanzano, R. (2000). The effect of organizational structure on perceptions of fairness. Journal of Applied Psychology, 85, 294-304.
Ambrose, M.L., & Alder, G.S. (2000). Designing, implementing, and utilizing computerized performance monitoring: Enhancing organizational justice. In G. Ferris (ed.) Research in Personnel and Human Resource Management (Vol. 18), pp187-220. Greenwich, CT: JAI, Press.
Ambrose, M. L. (2000). Drug testing and procedural fairness: The influence of situational variables. Social Justice Research, 13, 25-40.
Ambrose, M. L., & Schminke, M. (1999). Sex differences in business ethics: The importance of perceptions. Journal of Managerial Issues, 11, 454-474.
Ambrose, M. L., & Kulik, C. T. (1999) Old friends, new faces: Motivation in the 1990s. Journal of Management, 25, 231-292.
Ambrose, M.L., Alder, G.S., & Noel, T.W. (1998). Electronic monitoring and ethics: A consideration of employer and employee rights. In M. Schminke (ed.) Managerial ethics: Morally managing people and processes (pp.61-80). Hillsdale, NY: Erlbaum.
Schminke, M., Ambrose, M.L., & Noel, T.W. (1997) The effect of ethical frameworks on perceptions of organizational justice. Academy of Management Journal, 40, 1190-1207.
Schminke, M., & Ambrose, M.L. (1997). Asymmetric perceptions of ethical frameworks of men and women in business and nonbusiness settings. Journal of Business Ethics, 16, 719-729.
Kulik, C.T., Lind, E.A., Ambrose, M.L., & MacCoun, R.J. (1996). Understanding gender differences in distributive and procedural justice. Social Justice Research, 9, 351-369.
Ambrose, M.L. & Harland, L.K. (1995). Procedural justice and influence tactics: Fairness, frequency, and effectiveness. In R. Cropanzano & K. M. Kacmar (eds.) Organizational politics, justice, and support: Managing social climate at work (pp.97-130). Westport, CT: Quorum Press.
Ambrose, M.L. & Kulik, C.T. (1994). Computerized performance monitoring: The influence of performance pattern and information format on appraisal judgments. Journal of Applied Social Psychology, 24, 801-823.
Kulik, C.T. & Ambrose, M.L. (1993). Categorybased and featurebased processes in performance appraisal: Integrating visual and computerized sources of performance data. Journal of Applied Psychology, 78, 821-830.
Lind, E.A., Kulik, C.T., Ambrose, M.L., & de Vera, M.V. (1993). Outcome and process concerns in organizational dispute resolution. Administrative Science Quarterly, 38, 224-251.
Kulik, C.T. & Ambrose, M.L. (1993). The impact of computerized performance monitoring design features on the performance appraisal process. Journal of Managerial Issues, V, 182-197.
Kulik, C.T., & Ambrose, M.L. (1992). Personal and situational determinants of referent choice. Academy of Management Review, 17, 212-237.
Ambrose, M.L., Harland, L., & Kulik, C.T. (1991). The influence of social comparisons on perceptions of organizational fairness. Journal of Applied Psychology, 76, 239-246.
Lind, E.A., Ambrose, M.L., Kulik, C.T., Park, M.V. (1990). Perspective and procedural justice: Attorney and litigant evaluations of court procedures. Social Justice Research, 4, 325-336.
Ambrose, M.L., & Kulik, C.T. (1989). The influence of social comparisons on perceptions of procedural fairness. Journal of Business and Psychology, 4, 129138.
Ambrose, M.L., & Kulik, C.T. (1988). Referent Sharing: Convergence within workgroups of perceptions of equity and referent choice. Human Relations, 41, 697707.
Oldham, G.R., Kulik, C.T., Ambrose, M.L., Stepina, L.P., and Brand, J.F. (1986). Relations between job facet comparisons and employee reactions, Organizational Behavior and Human Decision Processes, 38, 2847.
Oldham, G.R., Kulik, C.T., Stepina, L.P., & Ambrose, M.L. (1986). Personal and structural correlates of the comparative referents used by employees. Academy of Management Journal, 29, 599608.
Manuscripts under review and revision:
Soenen, G., Melkonian, T., & Ambrose, M. L. The dynamics of justice judgments during organizational change: the antecedents and consequences of phase-shifting perceptions. Revise and resubmit Academy of Management Journal.
Melkonian, T., Soenen, G., & Ambrose, M. L. Anticipatory justice in a change context: toward a better understanding of justice expectations. Revise and resubmit Journal of Business Ethics.
Mawritz, M. & Ambrose, M. L. Supervisor, subordinate, and situational antecedents of abusive supervision. Under review Human Relations.
Books:
Cropanzano, R. S., & Ambrose, M. L., Eds. (forthcoming). The Oxford University Press Handbook of Workplace Justice.
Book Reviews:
Ambrose, M.L. (1993). A review of “Issues, theory, and research in industrial/ organizational psychology." Contemporary Psychology.
Ambrose, M.L. (1992). Leadership: What we know, what we don't. A review of the Bass and Stogdill handbook of leadership, 3rd Ed. Contemporary Psychology, 37, 64-65.
Practitioner Publications:
Ambrose, M. L. (2011). Fairness in organizations. Henry Stewart Talks. Organizational Behavior series.
Ambrose, M. L. (1998). Firms focus on ethics must start at the top. Boulder County Business Report, June.
Ambrose, M.L. (1995). Making computerized performance monitoring systems work for you. Colorado Business Review, 55, 3-4.
Ambrose, M. L. (1991). Computerized performance monitoring: Does the format of information matter? Iowa Business, 2, 9-11.
Work in Progress:
Mitchell, M. S., Baer, M. D., Ambrose, M. L., Folger, R., & Palmer, N. F. By hook or by crook: How employees’ performance concerns motivate workplace cheating behavior.
Ambrose, M. L., & Mayer, D. Justice climate and workgroup outcomes: the role of coworker fair behavior and workgroup structure.
Ambrose, M. L. & Schminke, M. Assessing justice: An examination of indirect, direct, and global measures.
Ambrose, M. L., & Ganegoda, D. Supervisor consequences of abusive supervision.
Ambrose, M. L., Ganegoda, D., & Taylor, R. M. Machiavellianism, Theory X and instrumental abusive supervision.
Ambrose, M. L., Hess, R., & Taylor, R. M. Antecedents and consequences of prosocial rule-breaking.
Papers and Presentations:
Wo, X. H., Ambrose, M. L., & Schminke, M. (2014). The trickle-up effects: How customer deviance behavior influences employee deviance behavior. Presented at the Academy of Management meeting, Philadelphia.
Priesemuth, M., Schminke, M., Ambrose, M., & Folger, R. (2013). Abusive supervision climate: a multiple mediation model of its impact on group & individual outcomes. Presented at the Academy of Management meeting, Orlando.
Wo, X., Ambrose, M. L., & Schminke, M. (2013). Trickle-down justice: An examination of process. Presented at the Academy of Management meeting, Orlando.
Mitchell, M. S., Baer, M., Ambrose, M. L., Folger, R., & Palmer, N. (2013). Unethical and self-interested behavior in organizations: Examining antecedents of workplace cheating. Presented at the Academy of Management meeting, Orlando.
Soenen, G., Melkonian, T., & Ambrose, M. L. (2013). Justice judgments during organizational change. Presented at the Society for Industrial and Organizational Psychology, Houston.
Ambrose, M. L. (2013). Why treat people that way? Supervisor consequences of abusive supervision. Presented at the meeting of the Society for Organizational Behavior. Ft. Collins.
Ganegoda, D. & Ambrose, M. L. (2012). Abusive supervision for instrumental reasons? An examination of Machiavellianism and Theory X and Y beliefs as antecedents of supervisor abuse. To be presented at the Academy of Management meeting, Boston.
Soenen, G., Melkonian, T., & Ambrose, M. L. (2012). The dynamics of justice judgments during organizational change: the antecedents and consequences of phase-shifting perceptions. The International Justice Roundtable. Nice, France.