Jeanne Wilson

Jeanne Wilson

Brooks George Term Professor

Area: Management
Phone: 757-221-2824
Email: [[m|jeanne.wilson]]
Office: Miller Hall 3077
CV: {{, PDF}}


Jeanne Wilson received her Ph.D. in Organizational Behavior/Theory from Carnegie Mellon University. Her research focuses on new organizational forms, particularly distributed work groups. She just finished a year-long longitudinal study of the development of trust, cooperation and performance in co-located and distributed teams at a multinational bank. She is also involved in ongoing studies of knowledge transfer in teams that cross organizational boundaries, attributions about performance in international project teams, and the development of shared mental models in software development teams. This work is supported by grants from the CitiGroup Behavioral Science Research Council, the Carnegie Bosch Institute and the National Science Foundation. Prior to returning to pursue a Ph.D., Jeanne spent thirteen years in consulting, including a stint as a vice president for organizational change consulting. Her clients included Saturn, Unisys, Subaru-Isuzu, Becton-Dickinson, International Paper and GenCorp. During this time, Jeanne published four books for practicing managers, two of which were business best sellers.

Areas of Interest/Expertise
  • The effects of distance on work relationships
  • Virtual organizations
  • Shared mental models in teams
  • O’Leary, M.B, Wilson, J.M., Metiu, A (in press).  Beyond being there: The symbolic role of communication and identification in the emergence of perceived proximity in geographically dispersed work.  Management Information Systems Quarterly (MISQ).
  • Wilson, J.M. (2013). Trust and conflict at a distance, or How can I improve relational outcomes in distributed work groups? In E. Salas (Ed.) Developing and Enhancing Work Teams in Organizations: Evidence based practice and advice (SIOP series), Pfeiffer/John Wiley & Sons, pp. 268-297.

  • Wilson, J.M., Crisp, C.B. & Mortensen, M. (2013).  Extending construal level theory to distributed groups: Understanding the effects of virtuality.  Organization Science, 24, 629-644.
  • Wilson, J.M., O’Leary, M., Metiu, A. & Jett, Q. (2008). Perceptions of proximity in virtual work: Explaining the paradox of far-but-close. Organization Studies, 29, 979-1002.
  • Cramton, C.D., Orvis, K. & Wilson, J.M. (2007). Situation invisibility and attribution in distributed collaborations. Journal of Management, 33, 525-546.
  • Wilson, J.M., Goodman, P.S. & Cronin, M. (2007). Group learning. Academy of Management Review, 32, 1041-1059.
  • Wilson, J.M., Straus, S.G. & McEvily, W.J. (2006). All in due time: The development of trust in computer-mediated and face-to-face groups. Organizational Behavior and Human Decision Processes, 99, 16-33.
  • Espinosa, A., Cummings, J., Wilson, J.M. & Pearce, B. (2003). Team boundary issues across multiple global firms. Journal of Management Information Systems, 19, 157-190.
  • Goodman, P.S. & Wilson, J.M. (2003). The changing nature and role of teams. In T. Kochan, R. Locke & D. Lipsky (Eds.), Negotiations and Change: From Workplace to Society. Cornell University Press, p. 70-93.
  • Levesque, L.M., Wilson, J.M. & Wholey, D.M. (2001). Cognitive divergence: The development of shared mental models in software development teams. Journal of Organizational Behavior, 22, 135-144.