Greg Bigley

Gregory Bigley

Associate Professor of Management
Longbrake Endowed Professor in Innovation


PhD, University of California, Irvine, 1996
MBA, University of California, Irvine, 1991
BA, University of California, Los Angeles, 1984

Specialties
Motivation, leadership, and human resource management.

Positions Held
At the University of Washington since 2000
Assistant Professor at University of Cincinnati
Visiting Assistant Professor at University of California, Irvine

Current Research
Trust, justice, and foundations of learning and flexibility in high-reliability/performance systems.

Honors and Awards
EMBA Excellence in Teaching Award for 2008-2009, North America Class 10 (2009)
TMMBA Excellence in Teaching Award for 2008-2009, Monday Section (2009)
TMMBA Excellence in Teaching Award (2008)
Dean's Citizenship Award (2004)
MBA Award for Teaching Excellence from University of Cincinnati (1999)
Regent’s Dissertation Fellowship from University of California, Irvine (1996)
Regent’s Fellowship from University of California, Irvine (1991-95)

Selected Publications

"Insufficient Bureaucracy: Trust and Commitment in Particularist Organizations," with J.L. Pearce and I. Branyiczki, Organization Science, 2000.

"Straining for Shared Meaning in Organization Science: Problems of Trust and Distrust," with J.L. Pearce, Academy of Management Review, 1998.

"Procedural Justice as Modernism: Placing Industrial/Organizational Psychology in Context," with J.L. Pearce and I. Branyiczki, Applied Psychology: An International Review, 1998.

"Culture as a Mechanism of Control in High Reliability Organizations: An Extension," with R. Klein and K.H. Roberts, Human Relations, 1995.


Contact Information

Phone:206-685-7686
Fax:206-543-3968
Office:467 Paccar Hall
Email:gbigley@u.washington.edu
Web:http://faculty.washington.edu/gbigley

Mailing Address

Foster School of Business
University of Washington
Box 353226
Seattle, WA 98195-3226

"There is a reason to question the conventional wisdom that bureaucracies are fundamentally incapable of the flexibility required to cope effectively with unstable task environments. For example, highly bureaucratic firefighting organizations often manage extremely dynamic emergency situations. Ironically, flexible bureaucracy seems to depend, at least in part, on procedures for organizational structuring, creating and maintaining collective understandings, and improvisation."