Marguerite A. Schneider
|Title:||Associate Professor of Management|
|Hours:||Fall 2012: Tuesday 1:00-2:00 and 4:30-5:30, Friday 4:30-5:30, and by appointment.|
|Dept:||school of management|
Marguerite Schneider is Associate Professor of Management at the Martin Tuchman School of Management, New Jersey Institute of Technology, where she teaches a variety of courses including Strategic Management. Dr. Schneider received her B.S. magna cum laude in Economics and M.B.A. in Finance, both from NYU. Her Ph.D. in Organization Management is from Rutgers University, with a specialization in Strategic Management. Prior to receiving her Ph. D., Dr. Schneider worked in professional and managerial capacities for over a decade in finance and corporate strategic planning within the financial service industry, including at Lehman Brothers and American Express.
Dr. Schneider is Treasurer of the International Association for Business and Society, has been a Board Member and Vice President-Local Arrangements of the Eastern Academy of Management, is a Research Fellow of the Corporate Governance Institute at San Diego State University, and is an Editorial Board Member of Group and Organization Management, Management Learning, The Leadership Quarterly, and IEEE Transactions on Engineering Management. She is also a member of the Graduate School-Newark Faculty of Rutgers University.
Honors & Awards
• 2012 Best Paper Award, Organization Development and Change Division of the 2012 Academy of Management, for "Leadership in a Complex Adaptive System: Insights from Positive Deviance", C. Lindberg and M. Schneider.
• Treasurer, International Association for Business & Society, 2011.
• Vice-President Local Arrangements, Eastern Academy of Management, 2007 Annual Conference.
• Research Fellow, Corporate Governance Institute, San Diego State University, 2002.
• Member, Graduate School-Newark Faculty, Rutgers University, November, 2001.
• 2010 Best Paper Award: Management,Seton Hall University and the NJPRO Foundation for “Characteristics of Innovation and Innovation Adoption in Public Organizations: Assessing the Role of Managers”, F. Damanpour and M. Schneider.
• Editorial Board Member, The Leadership Quarterly, 2009.
• Editorial Board Member, IEEE Transactions on Engineering Management, 2006.
• Editorial Board Member, Management Learning, 2005.
• Editorial Board Member Group and Organization Management, 2002.
• Rutgers University, Ph.D. in Management
• New York University, Stern Business School, MBA (Finance)
• New York University, Stern Business School, B.S. Magna cum Laude (Economics)
• MGMT 492: Business Policy
• MGMT 692: Strategic Management
• HRM 601: Organizational Behavior
• MHMT 686: Corporate Governance
• Corporate Governance
• Ownership of the Firm
• Investor Activism
• Public Pension Plans
• Organizational Leadership and Complexity Theory
• Administrative Innovation
Publications & Projects
• A Review of Hedge Funds and their Investor Activism: Do they Help or Hurt other Equity Investors? M. Schneider and L. V. Ryan (San Diego State U.). Journal of Management and Governance, Special Issue: Emerging Issues in Management and Governance. 2011, 15 (3): 349-374.
• A Property Rights Analysis of Newly Private Firms: Opportunities for Owners to Appropriate Rents and Partition Residual Risks M. Schneider and A. Valenti (U. of Houston Clear Lake). Business Ethics Quarterly, 2011, 21(3): 445-472.
• Is Corporate Social Performance a Criterion in the Overseas Investment Strategy of U.S. Pension Plans? P. Cox (U. of Exeter) and M. Schneider. Business & Society, 2010, 49(2): 252-289.
• The Effects of Going Private: The Newly Private Corporation and the Dimensions of Corporate Performance. M. Schneider and A. Valenti (U. of Houston Clear Lake). Business & Society Review, 2010, 115(1): 76-106.
• Characteristics of Innovation and Innovation Adoption in Public Sector Organizations: Assessing the Role of Managers. F. Damanpour (Rutgers U.) and M. Schneider. Journal of Public Administration Research and Theory, 2009, 19: 495 - 522.
• Do Attributes of Innovative Administrative Practices Influence their Adoption? An Exploratory Study of US Local Government. Public Performance & Management Review, 2007, 30(4): 590-614.
• Phases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers. F. Damanpour (R. University) and M. Schneider. British Journal of Management, 2006, 17: 215-236.
• Organizations as Complex Adaptive Systems: Implications of Complexity Theory for Leadership Research. M. Schneider and M. Somers (NJIT). The Leadership Quarterly, 2006, 17: 351-365.
Other Academic Publications
• Public Pension Plan Funding: Can we Honor the Promises Made? 2010. Book review, State and Local Pension Plan Management, by J. Peng. Public Administration Review, 70(4): 648-649.
• A Stakeholder Model of Organizational Leadership. 2010. Reprint of article in Organization Science, 2002, 13(2), in Stakeholders, R. A. Phillips and E. Freeman (eds.), Chapter 20. Cheltenham, UK: Edward Elgar Publishing Ltd.
• The Antecedents of Institutional Investor Activism, L. Ryan and M. Schneider. 2008. Reprint of article in Academy of Management Review, 2002, 27(4), in Fundamentals of Corporate Governance, T. Clarke and M. dela Rama (eds.), pp. 301-325. Thousand Oaks, CA Sage.
• Do Attributes of Innovative Administrative Practices Influence their Adoption: An Exploratory Study of US Local Government. M. Schneider. 2007. Escade Business School, Newsletter of the Institute of Public Governance & Management,July,2007. http://www.esade.edu/public/modules.php?name=news&idnew=336&idissue=38&n....
• Principal-Agency Theory. M. Schneider. 2007. In International Encyclopedia of Organization Studies, S. Clegg and J.R. Bailey (Eds.). Thousand Oaks, CA: Sage Publications.
• “Too Big to Fail” in the U.S. Commercial Banking Industry: Re-Calibrating Corporate Governance Mechanisms to Reduce the Risk of Failure. M. Schneider Presented, Conference on Corporate Governance and the Global Financial Crisis, The Wharton School, Philadelphia, PA, September 2010. , J. D. Wischnevsky (Fairleigh Dickinson U.), F. Damanpour (Rutgers U.).
• Does a Company’s “Going Private” Tend to harm its Stakeholders? A Contingency-Based Approach to Stakeholder Effects. M. Schneider and A. Valenti (U. of Houston, Clear Lake). Presented and synopsis published in proceedings, 2009 IABS (International Association for Business & Society) Conference, Snowmass, Colorado, June.
• Why do Firms go Private? A Theoretical Examination of the Environmental and Organizational Antecedents of the Public-to-Private Decision. A. Valenti (U. of Houston Clear Lake) and M. Schneider. Presented and synopsis published in proceedings, 2008 Southern Management Association Conference, St. Petersburg, Fl., October: 279-284.
• The Effects of “Going Private”: The Newly Private Corporation and the Dimensions of Corporate Performance. M. Schneider and A. Valenti (U. of Houston Clear Lake). Presented and synopsis published in proceedings, 2008 IABS (International Association for Business & Society) Conference, Tampere, Finland, June: 236-245.
• Promoting Self-Organization: What Leaders Can Learn from Complexity Theory. M. Schneider. Presented and synopsis published in proceedings, 2007 Eastern Academy of Management-International Conference Proceedings: Managing in a Global Economy XII, Amsterdam, June: 1117-1139.
• Global Socially Responsible Investing? The SRI of US Pension Plans in the UK. P. Cox (U. of Exeter) and M. Schneider. Best Paper Proceedings, Academy of Management 2006 Conference, Social Issues in Management Division, Atlanta, GA, August, Volume 66, SIM 110: D1-D6.
Refereed Conference Presentations
• Leadership in a Complex Adaptive System: Insights from Positive Deviance. C. Lindberg (Complexity Partners) and M. Schneider. Accepted, 2012 Academy of Management Conference, Organization Development and Change Division, Boston, August.
• SVM and Risk Taking in the U.S. Banking Industry: Re-calibrating Corporate Governance Mechanisms. M. Schneider and J. D. Wischnevsky (Fairleigh Dickinson U.).Accepted, 2012 Academy of Management Conference, Social Issues in Management Division, Boston, August.
• The New Area Manager’s Dilemma: Fix the Broken Franchisees, or Grow Despite Them? M. Schneider. Accepted, 2012 Eastern Academy of Management Conference, Philadelphia, May.
• An Examination of Hedge Fund Activism: Alignment or Conflict with Other Investor Interests. M. Schneider and L. V. Ryan (San Diego State U.). Presented at Academy of Management 2008 Conference, BPS Division, Anaheim, CA, August.
• Administrative Innovation in the Public Sector: Implications for Public Administrator Roles. M. Schneider and F. Damanpour (Rutgers U.). Presented at Academy of Management 2006 Conference, Public and Non-Profit Division, Atlanta, GA, August.
• Thinking Strategically and Critically about Strategic Management. M. Schneider and E. Kessler (Pace U.). Academy of Management 2004 Conference, New Orleans, LA, August.
• Initiation and Implementation of Innovation: Influences of Context, Organization, and Leader Characteristics. F. Damanpour (Rutgers University), M. Schneider, and C. Grevesen (DeVry U.). Academy of Management 2004 Conference, New Orleans, LA, August.
• Re-Designing the ‘Principles of Management’ Course: Increasing its Relevance during the Knowledge-Based Age. M. Schneider and B. Tedesco (NJIT). 18th Annual Mid-Atlantic Organizational Behavior Teaching Conference, Cherry Hill, NJ, March 2004.