Kathleen O'Connor

Clinical Professor of Organisational Behaviour

BS (Cornell) AM PhD (Illinois)

O’Connor’s is an authority on negotiation, conflict management, and collaboration. She has studied the impact of teams at the bargaining table, how stress influences negotiators’ choice of tactics, and how reputations for toughness undermine negotiators. Her recent research investigates how men’s and women’s facial features—their attractiveness as well as the masculinity/femininity of their facial features—influence how other people treat them. Her current project centers on women’s career paths to understand how women navigate moments of decision. In particular, she is investigating the roles of fear, courage and serendipity in women’s working lives. O’Connor’s research has been honored by awards from leading academic organizations, including the Academy of Management and the International Association for Conflict Management and has been cited in a number of news outlets, including the Financial Times, Associated Press, and the Wall Street Journal.

O’Connor received a B.S. from Cornell University, and an A.M. and Ph.D. in social and organizational psychology from the University of Illinois at Urbana-Champaign. She has held faculty and visiting faculty appointments at Rice University and the Kellogg Graduate School of Management at Northwestern University.

Time to rethink bringing your whole self to work?

Peterson R S; O'Connor K M

Forbes online 2019 April 1, 2019

2018

Beauty and social capital: being attractive shapes social networks

O'Connor K M; Gladstone E

Social Networks 2018 Vol 52 p 42-47

Facing off across the table: negotiators' facial features affect the agreements they reach

O'Connor K M; Ormiston M E

in Scheider A K and Honeyman C (eds.), The negotiator's fieldbook, American Bar Association Press, 2018.

Two heads are better than one: team negotiations in research and in professional soccer

Sally D F; O'Connor K M; Lynam I

in Scheider A K and Honeyman C (eds.), The negotiator's fieldbook, American Bar Association Press, 2018.

2015

How social exclusion distorts social network perceptions

O'Connor K M; Gladstone E

Social Networks 2015 Vol 40 p 123-128

2014

A counterpart's feminine face signals cooperativeness and encourages negotiators to compete

Gladstone E; O'Connor K M

Organizational Behavior and Human Decision Processes 2014 Vol 125:1 p 18-25

2011

Sabotaging the deal: the way relational concerns undermine negotiations

O'Connor K M; Arnold J A

Journal of Experimental Social Psychology 2011 Vol 47 p 1167-1172

2010

The prospect of negotiating: stress, cognitive appraisal, and performance

O'Connor K M; Arnold J A; Maurizio A M

Journal of Experimental Social Psychology 2010 Vol 46 p 729-735

2007

Cooperation in negotiation and conflict resolution

O'Connor K M

in Sullivan B A, Snyder M, and Sullivan J (eds.), Cooperation: the political psychology of effective human interaction, Blackwell, 2007.

2006

How negotiator self-efficacy drives decisions to pursue mediation

Arnold J A; O'Connor K M

Journal of Applied Social Psychology 2006 Vol 36:11 p 2649-2669

Negotiator confidence: the impact of self-efficacy on negotiation performance

Sullivan B A; O'Connor K M; Burris E

Journal of Experimental Social Psychology 2006 Vol 36 p 2649-2669

Team negotiations

Sally D F; O'Connor K M

in Scheider A K and Honeyman C (eds.), The negotiator's fieldbook, American Bar Association Press, 2006.

2005

Negotiators' bargaining histories and their effects on future negotiation performance

O'Connor K M; Arnold J A; Burris E R

Journal of Applied Psychology 2005 Vol 90:2 p 350-362

2004

Team negotiations

Sally D F; O'Connor K M

Marquette Law Review 2004 Vol 87:4 p 883-892

2003

Integrative interests? Building a bridge between negotiation research and the dynamic organization

O'Connor K M; Adair W L

in Peterson R S and Mannix E A (eds.), Leading and managing people in the dynamic organization, Lawrence Erlbaum Associates, 2003.

2002

Tough guys finish last: the perils of a distributive reputation

Tinsley C H; O'Connor K M; Sullivan B A

Organizational Behavior and Human Decision Processes 2002 Vol 88:2 p 621-642

What we want to do versus what we think we should do: an empirical investigation of intrapersonal conflict

O'Connor K M; De Dreu C K W; Schroth H; Barry B; Lituchy T R; Bazerman M H

Journal of Behavioral Decision Making 2002 Vol 15:5 p 403-418

2001

Distributive spirals: negotiation impasses and the moderating effects of disputant self-efficacy

O'Connor K M; Arnold J A

Organizational Behavior and Human Decision Processes 2001 Vol 84:1 p 148-176

2000

System change, learning, and public opinion about the economy

Anderson C J; O'Connor K M

British Journal of Political Science 2000 Vol 30:1 p 147-172

1999

Ombudspersons or peers? The effects of third party expertise and recommendations on negotiation

Arnold J A; O'Connor K M

Journal of Applied Psychology 1999 Vol 84:5 p 776-785

What novices think about negotiation: a content analysis of scripts

O'Connor K M; Adams A A

Negotiation Journal 1999 Vol 15:2 p 135-148

1998

Experiential diversity in groups: conceptualizing and measuring variation among teammates

O'Connor K M

in Neale M A, Mannix E A and Gruenfeld D H (eds), Research on managing groups and teams, JAI Press, 1998.

1997

A nasty but effective negotiation strategy: misrepresentation of a common-value issue

O'Connor K M; Carnevale P J

Personality and Social Psychology Bulletin 1997 Vol 23:5 p 504-515

Groups and solos in context: the effects of accountability on team negotiation

O'Connor K M

Organizational Behavior and Human Decision Processes 1997 Vol 72:3 p 384-407

Motives and cognitions in negotiation: a theoretical integration and an empirical test

O'Connor K M

International Journal of Conflict Management 1997 Vol 8:2 p 114-131

1996

Temporal issues in work groups

McGrath J E; O'Connor K M

in West M (ed.), Handbook of Work Group Psychology, Wiley, 1996.

1995

Affect in computer-mediated and face-to-face work groups: the construction and testing of a general model

Rhoades J A; O'Connor K M

Computer Supported Cooperative Work 1995 Vol 4:2-3 p 203-228

Time, technology, and groups: an integration

Arrow H; Berdahl J L; Bouas K S; Craig K M; Cummings A; Lebie L; McGrath J E; O'Connor K M; Rhoades J A; Schlosser A

Computer Supported Cooperative Work 1995 Vol 4:2-3 p 253-261

1993

Group task performance and communication technology: a longitudinal study of computer-mediated vs face-to-face work groups

Hollingshead A B; McGrath J E; O'Connor K M

Small Group Research 1993 Vol 24:3 p 307-333

Groups, tasks, and technology: the effects of experience and change

McGrath J E; Arrow H; Gruenfeld D H; Hollingshead A B; O'Connor K M

Small Group Research 1993 Vol 24:3 p 406-420

The experience and effects of conflict in continuing work groups

O'Connor K M; Gruenfeld D H; McGrath J E

Small Group Research 1993 Vol 24:3 p 362-382

Time pressure in negotiator and mediator decision making

Carnevale P J; O'Connor K M; McCusker C

in Svenson O and Maule J (eds.), Time pressure and stress in human judgement and decision making, Plenum Press, 1993.

1991

Effective behavior in community mediation

Carnevale P J; Putnam L; Conlon D; O'Connor K M

in Duffy K, Olczak P and Grosch J (eds.), The art and science of community mediation: a handbook for practitioners and researchers, Guilford Press, 1991.


Teaching portfolio

Our teaching offering is updated annually. Faculty and programme material are subject to change.

 

Core courses

  • Developing Effective Managers and Organisations
  • Executive Leadership (LBS)