Stephanie Creary
- Assistant Professor of Management
Contact Information
- Primary Email:
sjcreary@wharton.upenn.edu - Office Phone:
(215) 898-6391
- office Address:
2031 SH-DH
3620 Locust Walk
Philadelphia, PA 19104
Research Interests: identity; diversity and inclusion; relationships across difference; intergroup conflict
Links: CV, Personal Website
Overview
Professor Stephanie J. Creary is an identity and diversity scholar and field researcher. She is also an affiliated faculty member of Wharton People Analytics and a Senior Fellow of the Leonard Davis Institute of Health Economics (LDI). Her research program is motivated by lending insight into two broad questions about learning from differences in organizational life: (1) How can workers elicit and learn from multiple perspectives and experiences while minimizing the conflict that can ensue when their differences become more salient? (2) How can workers learn from their differences when they are pressured to conceal valued aspects of themselves at work? Her research reveals how workers engage their multiple identities in an enhancing way to cultivate positive identities and improve the quality of relationships across difference. It also reveals how workers engage their different identities and experiences to promote change that is positive for their well-being and for their organization’s success.
Prior to joining the Wharton faculty, Professor Creary was on the faculty of Cornell University. Prior to completing her PhD degree, she was a research associate at Harvard Business School and The Conference Board in NYC researching corporate diversity and inclusion practices. She also has extensive work experience in the health care industry. Professor Creary has earned B.S. and M.S. degrees from the Boston University Sargent College of Health and Rehabilitation Sciences; an MBA degree from Simmons School of Management; and M.S. and Ph.D. degrees from the Boston College Carroll School of Management.
Research
Brianna B. Caza, Lakshmi Ramarajan, Erin Reid, Stephanie Creary, How to make room in your work life for the rest of your self.
Stephanie Creary and Laura M. Roberts, “G.I.V.E.-based mentoring in diverse organizations: Cultivating positive identities in diverse leaders”. In Mentoring diverse leaders: Creating change for people, processes, and paradigms, Taylor & Francis. edited by S. Blake-Beard and A. Murrell, (2017)
Stephanie Creary, Eliana Crosina, Judith R. Gordon (Work In Progress), Momentum at work: How professionals manage precarious role transitions that affect their work and non-work identities.
Stephanie Creary and Timothy Vogus (Work In Progress), Creating a healing environment: Material objects as tools for fostering high-quality relationships across perceived status differences.
Stephanie Creary and Karen Locke (Under Review), Efforting and easing: Socializing energy at work through reinventive institutions.
Stephanie Creary, Lumumba Seegars, Lakshmi Ramarajan (Work In Progress), Building an inclusive environment: Constructing complex diversity perspectives in global organizations.
Stephanie Creary, Thomas B. Lawrence, Nelson Phillips (Draft), Diversity work: A social-symbolic work perspective on managing workforce diversity.
Stephanie Creary and Michael G. Pratt (Under Review), Managing intractable conflict through multiple identity resourcing.
Brianna B. Caza and Stephanie Creary, “The construction of professional identity”. In Perspectives on contemporary professional work, Elgar, edited by A. Wilkinson, D. Hislop and C. Coupland, (2016)
Stephanie Creary, “Resourcefulness in action: The case for global diversity management”. In Positive organizing in a global society: Understanding and engaging differences for capacity-building and inclusion, Routledge, edited by L.M. Roberts, L. Wooten, & M. Davidson, (2015)
Teaching
Past Courses
MGMT224 - LEADING DIVERSITY IN ORG
People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness. This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness. Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1)Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2)Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3)Propose ways to make relationships across difference in organizations more effective 4)Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5)Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.
MGMT624 - LEADING DIVERSITY IN ORG
People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness. This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness. Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1)Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2)Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3)Propose ways to make relationships across difference in organizations more effective 4)Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5)Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.
Awards and Honors
- Elected Representative-at-Large, Managerial and Organizational Cognition (MOC) Division, Academy of Management, 2017
- Academic Scholar, Cornell Institute for Healthy Futures, 2017
- Faculty Fellow Research Grant, Engaged Cornell, 2016-2017
- Faculty Fellow Research Grant, Engaged Cornell, 2016
- Academy of Management Organizational Behavior (OB) Division Showcase Symposium, Symposium Chair, 2016
- Cornell University Family Fellows Program Honored Guest, 2016
- Cornell University Center for Engaged Learning and Teaching Research Grant, 2016
- Cornell University Center for Teaching Excellence Research Grants, 2016
- Cornell University Center for Teaching Excellence Research Grants, 2015
- Cornell University Small Group Mentoring Program Grant, 2015
- Academy of Management Managerial and Organizational Cognition (MOC) Division Showcase Symposium, Symposium Organizer, 2015
- Academy of Management Managerial and Organizational Cognition (MOC) Division Outstanding Reviewer Award, 2015., 2015
- Academy of Management Gender and Diversity in Organizations (GDO) Division Best Reviewer Award, 2014
- Academy of Management Gender and Diversity in Organizations (GDO) Division Best Reviewer Award, 2013
- Academy of Management Gender and Diversity in Organizations (GDO) Division Best Student Paper Award, 2013
- Boston College Donald J. White Award for Teaching Excellence, 2012
- AHANA Leadership Council and GLBTQ Leadership Council Faculty Recognition Award, Boston College, 2012
- Academy of Management Emerald Award for Best International Symposium, Nominee, 2010
- Simmons College Susan Bulkeley Butler Academic Prize, 2007
- Simmons College Presidential Inauguration Ceremony Graduate Student Speaker, 2007
- Simmons College Graduate Student Award for Civic Engagement, 2007
- Boston University Outstanding Graduating Dance Student, 1998
- Boston University Student Advisor of the Year, 1998
- Boston University Scarlet Key Student Leadership Award, 1998
- Boston University Sargent College of Health and Rehabilitation Sciences Community Service Award, 1997
- Wharton Center for Leadership and Change Management Research Grant, 1970
In the News
May 31, 2018: Knowledge@Wharton Business Radio, Host: Dan Loney. “How Corporate America Deals with Racism.” Credit: Knowledge@Wharton and Sirius XM
- Learning to Be Color Brave, Knowledge@Wharton High School - 06/05/2018
- Starbucks’s bias training finally happened. Here’s what it looked like., The Washington Post - 05/29/2018
- What does unconscious bias training look like? I took 3 courses to find out, CNN Money - 05/29/2018
- Here’s what to expect from today’s Starbucks racial bias training, The Washington Post - 05/29/2018
- Could Starbucks’s Bias Training Affect How Businesses Handle Racism?, Racked - 05/29/2018
- Thousands of Starbucks Closing for Anti-Bias Training, CNN At This Hour with Kate Bolduan - 05/29/2018
- ‘Not who we aspire to be’: Starbucks previews next week’s racial bias training for 8,000 employees, The Washington Post - 05/23/2018
- How Companies Can Develop Anti-Bias Strategies That Work, Knowledge@Wharton - 05/11/2018
- RLJ’s new CEO joins a very exclusive club, Washington Business Journal - 04/11/2018
- How Prof. Stephanie Creary Works Towards Inclusion in Research, Teaching, and Wharton Culture, The Wharton School - 03/13/2018
- Why job referrals can hurt a company’s diversity, NBC News - 02/06/2018
- New Year, New Gig: How to Master the Modern Job Search, Knowledge@Wharton - 12/29/2017
- How Identity Informs Workplace Relationships, Knowledge@Wharton - 11/21/2017
- Equity Investment: Improving Opportunities For Women and Minorities in Business, Wharton Magazine - 10/24/2017
- Diversity Metrics & Measurement: Where Should Senior Executives Begin, The Society for Diversity - 12/05/2016
- Trust Me, Trust Me Not, Strategy + Business - 09/22/2014
- Multicultural Women: Our Stories Our Strengths, Working Mother - 05/08/2013
- Managing ‘Survivor Syndrome’, PR Newswire - 06/15/2009
- Portfolio Careerists Revel in Change, The Boston Globe - 01/27/2008
Knowledge @ Wharton
- How Companies Can Develop Anti-bias Strategies that Work, Knowledge @ Wharton - 05/11/2018
- What Brands Can Learn from Starbucks’ Crisis Response, Knowledge @ Wharton - 04/20/2018
- Can Baby Boomers Succeed in a Millennial World?, Knowledge @ Wharton - 04/17/2018
Activity
Latest Research
In the News
How Companies Can Develop Anti-bias Strategies that WorkThe effectiveness of unconscious bias education hinges on a number of factors, including how it is presented, where and when it takes place, and whether an organization’s culture is conducive to having honest discussions.
Knowledge @ Wharton - 2018/05/11