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James J Lavelle

Name

[Lavelle, James J]
  • Assoc Prof
 701 S. Nedderman Dr (mailbox: 19467), Arlington, TX 76019
Last Updated: August 23, 2017

Professional Preparation

    • 1999 PhD in Organizational Behavior and Management (Social Psychology),  University of Utah

Appointments

    • Aug 2009 to Present Associate Professor
      University of Texas Arlington

Awards and Honors

    • Aug  2016 Best Reviewer Award sponsored by Journal of Organizational Behavior
      Description:

      Journal of Organizational Behavior, 2012, 2016

Research and Expertise

  • Research Areas

    Organizational Justice

    My research program emphasizes three aspects of organizational justice.  First, what are the underlying motives that affect concerns for justice? Second, how can a multifoci perspective enhance our understanding of employee reactions to injustice including organizational citizenship behaviors and counterproductive work behaviors?  Third, what are the instigating, mediating, and moderating factors that might lead otherwise "good" managers to deliver bad news in an unfair manner?

    My research addressing the first two questions has appeared in top journals in the field of management including Organizational Behavior and Human Decision Processes, the Journal of Management, and the Journal of Organizational Behavior.  Research addressing the third question will appear in the Journal of Business Ethics.

    Interdisciplinary Research

    Recently, I have engaged in an interdisciplinary research program, extending my focus on justice into the accounting literature. My collaboration with a formal doctoral student in accounting at UT-A (David Herda) has been productive, resulting in top-tier publications in accounting journals. These papers integrate and extend research on justice, social exchange, commitment, and identification into the accounting literature.  Our studies appear in Accounting, Organizations, and Society, Accounting Horizons, and Auditing: A Journal of Practice and Theory.

Publications

      Journal Article 2016

      • Lavelle, J.J., Folger, R., & Manegold, J. (2016) “Delivering Bad News: How Procedural Unfairness Affects Messengers’ Distancing and Refusals.” Journal of Business Ethics,136, 43-55.

        {Journal Article} [Refereed/Juried]

      Book Chapter 2015

      • Lavelle, J.J., Rupp, D.E., Manegold, J., & Thornton, M. (2015). “Multifoci Justice and Target Similarity: Emerging Research and Extensions.” In M. Ambrose & R. Cropanzano (Eds.), Oxford Handbook of Justice in Work Organizations. Oxford: Oxford Press.

        {Book Chapter} [Non-refereed/non-juried]

      Journal Article 2015

      • Herda, D. N. & Lavelle, J.J. (2015) “How Client Identification and Client Commitment Uniquely Influence Auditor Objectivity.” Practitioner Summary, Current Issues in Auditing, 9, 36-41.

        {Journal Article} [Refereed/Juried]
      2015

      • Herda, D. N. & Lavelle, J.J. (2015). “Client Identification and Client Commitment in a Privately Held Client Setting: Unique Constructs with Opposite Effects on Auditor Objectivity.” Accounting Horizons, 29, 3, 577-601.

        {Journal Article} [Refereed/Juried]

      Journal Article 2014

      • Herda, D.N. & Lavelle, J.J. (2014) Auditing Subsequent Events: Perspectives from the Field. Current Issues in Auditing: 8, 2, A10-A24.

        {Journal Article} [Refereed/Juried]

      Journal Article 2013

      • Herda, D. N. & Lavelle, J.J. (2013). “How the Auditor-Client Relationship Affects the Extent of Value-Added Service Provided to the Client.” Current Issues in Auditing, 7, 9-14.

        {Journal Article} [Refereed/Juried]
      2013

      • Herda, D. N. & Lavelle, J.J. (2013). “Auditor  Commitment to Privately-Held Clients and its Effect on Value-Added Audit Service.” Auditing: A Journal of Practice & Theory, 32, 1, 113-137.

        {Journal Article} [Refereed/Juried]

      Journal Article 2012

      • Herda, D. N. & Lavelle, J.J. (2012). “The Auditor-Audit Firm Relationship and its Effect on Burnout and Turnover Intention.” Accounting Horizons, 26, 4, 707–723.

        {Journal Article} [Refereed/Juried]

      Journal Article 2011
      •   Herda, D. N. & Lavelle, J.J. (2011). “The effects of organizational fairness and commitment on the extent of benefits Big Four alumni provide their former firm.” Accounting, Organizations and Society, 36 (3), 156-166.  
        {Journal Article} [Refereed/Juried]

      Journal Article 2010
      • Lavelle, J. J. (2010). What Motivates OCB? Insights from the Volunteerism Literature. Journal of Organizational Behavior, 31(6), 918-923.
        {Journal Article} [Refereed/Juried]

      Journal Article 2009
      • Lavelle, J. J., McMahan, G. C., & Harris, C. (2009). Fairness in Human Resource Management, Social Exchange Relationships, and Citizenship Behavior: Testing Linkages of the Target Similarity Model Among Nurses in the United States. The International Journal of Human Resource Management, 20(12), 2419-2434.
        {Journal Article} [Refereed/Juried]
      2009
      • Lavelle, J. J., Brockner, J., Konovsky, M. A., Price, K., Henley, A., Taneja, A., & Vinekar, V. (2009). Commitment, Procedural Fairness, and Organizational Citizenship Behavior: A Multifoci Analysis. Journal of Organizational Behavior, 30, 337-357.
        {Journal Article} [Refereed/Juried]

      Journal Article 2007
      • Lavelle, J. J., Rupp, D. E., & Brockner, J. (2007). Taking a Multifoci Approach to the Study of Justice, Social Exchange, and Citizenship Behavior: The Target Similarity Model. Journal of Management, 33(6), 841-866.
        {Journal Article} [Refereed/Juried]

      Journal Article 2006
      • Price, K., Lavelle, J. J., Henley, A. B., Cocchaiara, F., & Buchanan, R. (2006). Judging the Fairness of Voice-Based Participation Across Multiple and Interrelated Stages of Decision Making. Organizational Behavior and Human Decision Processes(99), 212-226.
        {Journal Article} [Refereed/Juried]

      Journal Article 2005
      • Bos, K., Burrows, J. W., Umphress, E. E., Folger, R., Lavelle, J. J., Gee, J., & Eaglestone, J. (2005). Prior Experiences as Temporal Frames of Reference in Social Justice: The Influence of Previous Fairness Experiences on Reactions to New and Old Supervisors. Social Justice Research, 18(2), 99-120.
        {Journal Article} [Refereed/Juried]

      Journal Article 2002
      • Turillo, C. J., Folger, R., Lavelle, J. J., Umphress, E. E., & Gee, J. (2002). Is Virtue its Own Reward? Self-sacrificial Decisions for the Sake of Fairness. Organizational Behavior and Human Decision Processes, 89(1), 839-865.
        {Journal Article} [Refereed/Juried]

      Journal Article Forthcoming

      • Herda, D. N. & Lavelle, J.J. “Client Identification and Client Commitment: Unique Constructs
        with Opposite Effects on Auditor Objectivity.” (under first review). Auditing: A Journal of Practice
        & Theory.

        {Journal Article} [Refereed/Juried]
      Forthcoming

      • Lavelle, J.J., Folger, R., & Manegold, J. (under first review) “Delivering Bad News: How One Source of Injustice Spawns Another.” Business Ethics Quarterly.

        {Journal Article} [Refereed/Juried]
      Forthcoming

      • Harris, C.M., Lavelle, J.J., McMahan, G.C. (revise and resubmit) “Justice, social exchange and citizenship behaviors: A test of the target similarity model.” Human Performance.

        {Journal Article} [Refereed/Juried]
      Forthcoming

      • Harris, C., Lavelle, J.J., & McMahan, G.C. (under second review) “Patients and Workgroups as Beneficiaries of Citizenship Behavior: Main and Interactive Effects of Justice Sources.” Human Relations.

        {Journal Article} [Refereed/Juried]

Presentations

    • August  2013

      Manegold, J., & Lavelle, J.J. Multifoci Justice and Negative Workplace Behaviors: A Review and Theoretical Synthesis.” Academy of Management Meeting, Lake Buena Vista (Orlando), Florida, 2013.

      AOM

      1 Event

Students Supervised

Collaborators

    • thumbnail
      Duration : Oct 2008 to Present

      Co-author

Courses

      • MANA 5330-001 NEGOTIATIONS& CONFLICT MANAGEMENT

        Course Overview

        This course focuses on the fundamentals of conflict management and negotiation. By the conclusion of this course, you will have improved your ability to diagnose conflict and negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations.

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations. 

        Spring - Regular Academic Session - 2017 Download Syllabus Contact info & Office Hours
      • MANA 6338-001 SEMINAR IN ORGANIZATIONAL BEHAVIOR

        Objective

        The primary intent of the course is to assist doctoral students in exploring selectively some of the key areas of the field of organizational behavior.  Theory, design, measurement, and application will be emphasized. 

        Spring - Regular Academic Session - 2017 Download Syllabus Contact info & Office Hours
      • MANA 5330-020 NEGOTIATIONS & CONFLICT MANAGEMENT

        Course Overview

        This course focuses on the fundamentals of conflict management and negotiation. By the conclusion of this course, you will have improved your ability to diagnose conflict and negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations.

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

        Objectives and Student Outcomes

        Students will be able to describe the impact of different conflict handling styles in the workplace.

        Students will be able to differentiate distributive and integrative negotiation strategies.

        Students will be able to describe key attributes of alternative dispute resolution procedures such as the mediation process.

        The focus of the course includes:

        1. Understanding the central concepts of negotiation and conflict.

        2. Providing experience in the negotiation and conflict management process.

        3. Effectively diagnosing and planning for different types of negotiation situations.

        4. Developing negotiating skills and confidence in a variety of contexts.

        Fall - Regular Academic Session - 2016 Download Syllabus Contact info & Office Hours
      • MANA 5330-001 NEGOTIATIONS & CONFLICT MANAGEMENT

        Course Overview

        This course focuses on the fundamentals of conflict management and negotiation. By the conclusion of this course, you will have improved your ability to diagnose conflict and negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations.

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

        Objectives and Student Outcomes

        Students will be able to describe the impact of different conflict handling styles in the workplace.

        Students will be able to differentiate distributive and integrative negotiation strategies.

        Students will be able to describe key attributes of alternative dispute resolution procedures such as the mediation process.

        The focus of the course includes:

        1. Understanding the central concepts of negotiation and conflict.

        2. Providing experience in the negotiation and conflict management process.

        3. Effectively diagnosing and planning for different types of negotiation situations.

        4. Developing negotiating skills and confidence in a variety of contexts.

        Fall - Regular Academic Session - 2016 Download Syllabus Contact info & Office Hours
      • MANA 5330-001 NEGOTIATIONS & CONFLICT MANAGEMENT

        Course Overview

        This course focuses on the fundamentals of conflict management and negotiation. By the conclusion of this course, you will have improved your ability to diagnose conflict and negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations.

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

        Spring - Regular Academic Session - 2016 Download Syllabus Contact info & Office Hours
      • MANA 4341-001 NEGOTIATIONS AND CONFLICT RESOLUTION

        Course Overview

        This course focuses on the fundamentals of conflict management and negotiation. By the conclusion of this course, you will have improved your ability to diagnose conflict and negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations.

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

        Spring - Regular Academic Session - 2016 Download Syllabus Contact info & Office Hours
      • MANA 5330-001 NEGOTIATIONS; CONFLICT MANAGEMENT

        This course focuses on developing your conflict management and negotiating skills. By the conclusion of this course, you will have improved your ability to diagnose negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations.

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

        Fall - 11 Weeks - 2015 Download Syllabus Contact info & Office Hours
      • MANA 5330-020 NEGOTIATIONS; CONFLICT MANAGEMENT

        This course focuses on developing your conflict management and negotiating skills. By the conclusion of this course, you will have improved your ability to diagnose negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations.

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

        Fall - 11 Weeks - 2015 Download Syllabus Contact info & Office Hours
      • MANA 5330-001 Conflict Management and Negotiation

        Course Overview

        This course focuses on developing your conflict management and negotiating skills. By the conclusion of this course, you will have improved your ability to diagnose negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations.

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

        Fall - Regular Academic Session - 2014 Download Syllabus Contact info & Office Hours
      • MANA 5312-001 Management

        Objectives:   

        This course covers a range of essential topics in the field of management. Topics include employee motivation, compensation strategies, performance appraisal, groups & teams, influence & politics, organizational change, organizational culture, and international management.

        When you have finished this course you will be able to:

        Describe      and successfully apply the critical concepts in management. Use      management concepts to understand, evaluate, and recommend improvements in      the effectiveness of individuals, groups, and organizations.
        Spring - 8 Weeks - 2014 Download Syllabus Contact info & Office Hours
      • MANA 5330-001 Negotiations & Conflict Management

        Course Overview

        This course focuses on developing your conflict management and negotiating skills. By the conclusion of this course, you will have improved your ability to diagnose negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations.

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

        Spring - Regular Academic Session - 2014 Download Syllabus Contact info & Office Hours
      • MANA 5312-001 Management

        This course covers a range of essential topics in the field of management. Topics include employee motivation, compensation strategies, performance appraisal, groups & teams, influence & politics, organizational change, organizational culture, and international management.

        Fall - 8 Weeks - 2013 Download Syllabus Contact info & Office Hours
      • MANA 5330-001 Negotiation and Conflict Management

        This course focuses on developing your conflict management and negotiating skills. By the conclusion of this course, you will have improved your ability to diagnose negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations. 

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

        Fall - Regular Academic Session - 2013 Download Syllabus Contact info & Office Hours
      • MANA 5330-001 Negotiation and Conflict Management

        This course focuses on developing your conflict management and negotiating skills. By the conclusion of this course, you will have improved your ability to diagnose negotiation situations, strategize and plan upcoming negotiations, and engage in more effective negotiations.

        Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation and conflict management skills, this course heavily emphasizes experiential learning through student participation in a variety of exercises and role-plays. Research on negotiations and conflict will be used to supplement this learning. Throughout the course you will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

        Spring - Regular Academic Session - 2013 Download Syllabus Contact info & Office Hours
      • MANA 5330-001 NEGOTIATIONS and CONFLICT MANAGEMENT

        No Description Provided.

        Fall - Regular Academic Session - 2012 Download Syllabus Contact info & Office Hours
      • MANA 5330-002 Negotiations and Conflict Management
        No Description Provided.
        Fall - Regular Academic Session - 2012 Download Syllabus

Service to the Profession

  • Appointed
    • Oct 2010 to  Present Editorial Board

      Journal of Organizational Behavior

    • Oct 2009 to  Present Editorial Board

      International Journal of Conflict Management

Service to the University

  • Appointed
    • Apr 2009 to  Present PhD Program Coordinator

      Department of Management

    • Apr 2009 to  Present Subject Pool Coordinator

      Department of Management