Extending the Turn to Work Summary What if the most powerful forces in organizations aren’t strategies or systems, but the invisible work people do to build meaning, shape identities, and define what matters? In this special issue of the Journal of...
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Emily D. Heaphy is a Professor of Management and John F. Kennedy Faculty Fellow at the Isenberg School of Management at the University of Massachusetts Amherst. She received her PhD in Management from the University of Michigan and her BA from Wellesley College. Emily’s research focuses on two overarching questions. First, What are positive relationships at work, how are they built, what are their effects? She is especially interested in uncovering the integral role of emotions and the human body in work relationships. Second, How do individuals engage in relationships to accomplish their work and to obtain critical services from organizations, such as health care and education?
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