Richard Ivey Building 2425
- Status and hierarchy
- Socioeconomic status
- Read the Impact article featuring research from Professor Raz
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Kelly Raz is an Assistant Professor in Organizational Behavior at the Ivey Business School. She earned her PhD from the Darden School of Business at the University of Virginia in May 2015. Kelly also holds an MBA from the Fuqua School of Business at Duke University and a BS in Accounting from the Stern School of Business at New York University. Prior to earning her PhD, Kelly spent 15 years working as a CPA and a finance manager for companies such as PriceWaterhouse Coopers, Microsoft, GE, and Comcast Spotlight.
Kelly’s research focuses on the impact of status motivations in hierarchies. Broadly, she investigates business leaders’ work goals and behavioral strategies and their impact on organizational outcomes. Kelly’s dissertation investigates the effects of status motivations on dishonesty, productivity and interpersonal interactions that may be harmful such as credit taking. Additionally, Kelly is also pursuing research on socioeconomic status, gender and race outcomes in organizations.
Kelly was born in Israel but grew up in the United States. In her free time, she enjoys swimming, yoga, traveling and cooking as well as spending time with her husband and three young daughters.
- Negotiation (HBA2 elective)
- Ivey Field Project (IFP) (HBA2 Core)
- BS, Leonard N. Stern School of Business, New York University
- MBA, Fuqua School of Business, Duke University
- PhD, Darden Business School, University of Virginia
Recent Refereed Articles
James, E. H.; Wooten, L. P.; Raz, K.,
2011, "Crisis Management: Informing a New Leadership Research Agenda", Academy of Management Annals, December 5(1): 455 - 493.
Abstract: As the business community becomes more complex, crisis events are likely to increase in both prevalence and severity. Whether management scholarship has kept pace with this new reality is debatable. Moreover, much of the existing crisis researchperhaps understandablystems from a negative frame: crises are threats or problems to be overcome. Such research has produced relevant insight into crisis handling, has helped categorize the plethora of crisis events, and has connected crisis events to relevant management strategies. We argue here that this framing fundamentally limits the types of questions asked and the methodological approaches used to answer those questions. Perhaps worse, given the important role that leadership plays in crisis handling, this negative frame can hinder the possibilities for the practice and study of leadership. In this article, we review an array of crisis research and explore two theoretical domainsissue framing and devianceand their potential role for influencing leadership theory. We discuss the challenges of conducting crisis research, and offer suggestions for new methodological approaches and new research questions that are consistent with a more positive leadership approach.
Link(s) to publication:
Works in Progress
- Raz, K., Behfar, K., Cowan, A., “Workhorses vs. Show Ponies: The role of work goals in predicting unjustified credit claiming.”
- Fragale, A., Raz, K., Affinito, S., Snyder, D., “Authority without Admiration: The Negative Treatment of Low Status Powerholders.”
- Bellini, P., Raz, K., Neale, M., “A Fair Chance at the American Dream: Why College Degrees Aren’t Equally Valuable for All Graduates.”
- Raz, K., and Johnson, A., “Intergenerational Framing and Temporal Flexibility.”
- Revenue Controller, Microsoft, Sydney, Australia
- Northwest Division Business Manager, Comcast Spotlight, San Francisco, CA
- Senior Financial Analyst, Advanced Micro Devices, Sunnyvale, CA
- Summer Invest Banking Associate, Donaldson, Lufkin & Jenrette, NY, NY
- Senior Associate Audit, Coopers & Lybrand, NY, NY