Barbara L. Gray
Dr. Barbara Gray is a Professor and Executive Programs Faculty Fellow of Organizational Behavior, Emerita, at The Pennsylvania State University. She holds the following degrees: B.S. in Chemistry (Magna Cum Laude), University of Dayton, Dayton, Ohio, 1968; Secondary Education Certificate, Cleveland State University, Cleveland, Ohio, 1973; and a Ph.D. in Organizational Behavior, Case Western Reserve University, Cleveland, Ohio, 1979. Dr. Gray has held the following visiting positions: Visiting Scholar at the Harvard Law School's Program on Negotiation during 1987-88, Visiting Faculty, the Katholicke Universiteit Leuven in 1997, TVA Fellow at The Darden School, University of Virginia in 1998, Boer & Croon Chaired Professor at the TIAS Business School, Tilburg University in 2004, and Bella van Zuylen Chaired Professor, Utrecht University in 2008. Dr. Gray is also a trained mediator and consults to organizations about conflict and collaboration. Her areas of research include: multiparty conflict and negotiation, collaborative partnerships, conflict framing and intractable conflict, social class dynamics and sustainability. Dr. Gray has published four books: Collaborating: Finding common ground for multiparty problems (Jossey-Bass, 1989); International Joint Ventures: Economic and organizational perspectives (with Kalyan Chatterjee, Kluwer, 1995), Making Sense of Intractable Environmental Conflicts: Concepts and cases (with Roy Lewicki & Michael Elliott, Island Press, 2003) and Collaborating for Our Future: Multistakeholder partnerships for solving complex problems. She has over 100 other publications including work in Administrative Sciences Quarterly, Academy of Management Review, Academy of Management Journal, Organization Science, Human Relations, Journal of Applied Behavioral Science, Journal of Management and Journal of Management Inquiry.
Dr. Gray's research interests include interorganizational relations, multiparty collaborative alliances, organizational and environmental conflict, social class dynamics, conflict frames and intractable conflict, environmental negotiations and sustainability. Her recent work focuses on power in partnerships, social class dynamics in organizations and the effects of digital technologies in moral markets.
Ph D, Organizational Behavior, Case Western Reserve University, 1979
CERT, Secondary Education, Cleveland State University, 1971
BS, Chemistry, University of Dayton, 1968
MGMT 496 – Independent Studies (Variable)
Creative projects, including research and design, which are supervised on an individual basis and which fall outside the scope of formal courses.
MGMT 601 – PH.D. DISSERTATION FULL-TIME
B A 502 – Team Process and Performance (Variable)
Development of managerial skills and techniques for diagnosing, intervening and leading effective teams.
MGMT 592 – Qualitative Research Methods (3)
This course provides students with an introduction to and experience with qualitative research methods employed in organizational contexts.
MGMT 520 – Team Facilitation (2)
To gain an in-depth understanding of team dynamics and develop skills for facilitating teams to achieve effective performance.
MGMT 596 – Individual Studies (variable)
Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.
MGMT 597B – Team Facilitation Team Labs (1)
Lab to work with 1st year MBA teams.
MGMT 521 – Complex Negotiations (2)
Develop concepts and strategies for analyzing and conducting multiparty negotiations.
MGMT 494H – Honors Research Project (3)
Supervised student activities on research projects identified on an individual or small-group basis.
B A 597K – Business Government and International Economics (1)