Carole K. Barnett, Ph.D. -- Associate Professor of Management -- B.A., M.A., and Ph.D., University of Michigan
Dr. Barnett teaches, conducts research, and consults in the areas of organizational leadership and learning, change and transformation, design and development, and culture. She has worked with numerous senior executives and managers to develop their organizational capability for transformative, generative leadership and change. She has published academic and practitioner oriented journal articles as well as cases based on her research of Ford Motor Company, General Motors, Navistar International Corporation, GE Lighting, GE Capital, GE Medical Systems, GE Plastics, GE’s R&D Labs’ organic growth strategies, ValuJet Airlines self-destruction, Polaris Industries’ growth and development, leadership development “at all levels” in BAE Systems Inc., among others.
Her central research interest is learning as a change process -- in and across individuals, groups, organizations, industries, and nations. She has studied the complex relationships between individual and organizational learning through the dynamics of leadership, small groups, and teams as well as through large scale organizational adaptation and transformation. Her research emphasizes institutional culture as an artifact as well as a mechanism of learning, and she has studied change occurring through mergers and acquisitions, crisis and failure, technology development and commercialization, quality improvement, and safety systems in organizations.
Dr. Barnett has received numerous awards for teaching excellence including: the University of New Hampshire 's highest recognition, the "Jean Brierley Award 2004-05" as well as the Business School’s MBA Classes of 1999, 2003, and 2008 Outstanding Teacher Award; and most recently, the Paul College's Executive MBA Class of 2015 recognized her with "The Above and Beyond Award" on April 17, 2015. Dr. Barnett also received the 1999 school wide "Teaching Excellence Award" in the Whittemore School of Business and Economics (renamed as the Peter T. Paul College of Business and Economics), and for three years from 2001-2003 she held the University of New Hampshire's endowed "Class of 1938 Professorship" in recognition of her exceptional teaching capabilities.
She is a member of a number of professional societies including the Academy of Management, the Association for Psychological Science, the American Sociological Association, and the Organizational Behavior Teaching Society. She served from 2001-2003 as Treasurer and Secretary of the Academy of Management's "Management, Spirituality, and Religion Interest Group." She is a member of the editorial boards of Emerald's Leadership & Organization Development Journal, Wiley's Human Resource Management journal and Sage Publications' UK journal, Management Learning (2005- 2011). She also has served as a reviewer for the Academy of Management Journal, Academy of Management Review, Academy of Management Learning & Education, Human Relations, Journal of Business & Economic Studies, Journal of Management Education, Organization Science, Organization Studies, and Qualitative Sociology.
Barnett, C. K., & Shore, B. (2009). Reinventing program design. Leadership & Organization Development Journal, Volume 30(Issue 1), 16-35. doi:10.1108/01437730910927089
Barnett, C. K., Krell, T. C., & Sendry, J. (2000). Learning to Learn about Spirituality: A Categorical Approach to Introducing the Topic into Management Courses. Journal of Management Education, 24(5), 562-579. doi:10.1177/105256290002400504
Barnett, C. K., & Pratt, M. G. (2000). From threat-rigidity to flexibility - Toward a learning model of autogenic crisis in organizations. JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT, 13(1), 74-88. doi:10.1108/09534810010310258
Barnett, C. K., & Tichy, N. M. (2000). Rapid-cycle CEO development: How new leaders learn to take charge. ORGANIZATIONAL DYNAMICS, 29(1), 16-32. doi:10.1016/S0090-2616(00)00010-3
Pratt, M. G., & Barnett, C. K. (1997). Emotions and unlearning in Amway recruiting techniques - Promoting change through 'safe' ambivalence. MANAGEMENT LEARNING, 28(1), 65-88. doi:10.1177/1350507697281005
BARNETT, C. K. (1992). ORGANIZATIONAL MEMBERSHIP - PERSONAL DEVELOPMENT IN THE WORKPLACE - BAUM,HS. CONTEMPORARY PSYCHOLOGY, 37(6), 586-587. Retrieved from https://www.webofscience.com/
Borucki, C., & Barnett, C. K. (1990). Restructuring for self-renewal: Navistar International Corporation. Academy of Management Perspectives, 4(1), 36-49. doi:10.5465/ame.1990.4274703
BARNETT, C. K. (1990). THE MICHIGAN GLOBAL AGENDA - RESEARCH AND TEACHING IN THE 1990S. HUMAN RESOURCE MANAGEMENT, 29(1), 5-26. doi:10.1002/hrm.3930290102
Kanter, R. M. (1987). Men and Women of the Corporation Revisited: Interview with Rosabeth Moss Kanter. Human Resource Management, 26(2), 257-263. doi:10.1002/hrm.3930260209
TICHY, N. M., & BARNETT, C. K. (1985). PROFILES IN CHANGE - REVITALIZING THE AUTOMOTIVE INDUSTRY. HUMAN RESOURCE MANAGEMENT, 24(4), 467-502. doi:10.1002/hrm.3930240408