Dr Meir Shemla

Meir Shemla

Associate Professor
Rotterdam School of Management (RSM)
Erasmus University Rotterdam

Profile

Dr. Meir Shemla is an Associate Professor of Organizational Behavior and the Academic Director of the MBA programme at Rotterdam School of Management. He received his PhD in Work & Organizational Psychology in 2011.

 

His work focuses on the impact of team composition on team performance, and he has particular interest in how diversity in teams can be leveraged to increase innovation and performance. In his work he also explores the (unintended) consequences of diversity policies on organizational performance and talent acquisition.  Other research topics he is exploring include the role of followers in successful leadership and the effect of emotions in teams.His work appeard in outlets such as Academy of Management Annals, Organizational Behavior and Human Decision Processes, and Human Relations.

Publications

  • Academic (14)
    • Leroy, H., Buengeler, C., Veestraeten, M., Shemla, M., & J. Hoever, I. (2021). Fostering Team Creativity Through Team-Focused Inclusion: The Role of Leader Harvesting the Benefits of Diversity and Cultivating Value-In-Diversity Beliefs. Group and Organization Management, 1-42. https://doi.org/10.1177/10596011211009683

    • Shemla, M., Kearney, E., Wegge, J., & Stegmann, S. (2020). Unlocking the performance potential of functionally diverse teams: The paradoxical role of leader mood. Journal of Occupational and Organizational Psychology, 93(3), 530-55. https://doi.org/10.1111/joop.12303

    • Wegge, J., Jungbauer, K. L., & Shemla, M. (2019). When inspiration does not fit the bill: Charismatic leadership reduces performance in a team crisis for followers high in self-direction. Journal of Management and Organization, 1-18. https://doi.org/10.1017/jmo.2019.64

    • Kearney, E., Shemla, M., Knippenberg, D., & Scholz, F. (2019). A Paradox Perspective on the Interactive Effects of Visionary and Empowering Leadership. Organizational Behavior and Human Decision Processes, 155, 20-30. https://doi.org/10.1016/j.obhdp.2019.01.001

    • Shemla, M., & Wegge, J. (2018). Managing diverse teams by enhancing team identification: The mediating role of perceived diversity. Human Relations, 72(4). https://doi.org/10.1177/0018726718778101

    • Nishii, LH., Khattab, J., Shemla, M., & Paluch, R. M. (2018). A multi-level process model for understanding diversity practice effectiveness. The Academy of Management Annals, 12(1), 37-82. https://doi.org/10.5465/annals.2016.0044

    • Li, J. J., Meyer, B., Shemla, M., & Wegge, J. (2018). From Being Diverse to Becoming Diverse: A Dynamic Team Diversity Theory. Journal of Organizational Behavior, 39(8), 956-970. https://doi.org/10.1002/job.2272

    • Shemla, M., Meyer, B., Greer, LL. L., & Jehn, KA. (2016). A Review of Perceived Diversity in Teams: Does How Members Perceive Their Team’s Composition Impact Team Processes and Outcomes? Journal of Organizational Behavior, 37(S1), S89-S106. https://doi.org/10.1002/job.1957

    • Meyer, B., Shemla, M., Wegge, J., & Li, J. (2015). On the same side of the faultline: Inclusion in the leader's subgroup and employee performance. Journal of Management Studies, 52(3), 354-380. https://doi.org/10.1111/joms.12118

    • Steffens, K. N., Shemla, M., Wegge, J., & Diestel, S. (2014). Organizational Tenure and Employee Performance: A Multilevel Analysis. Group and Organization Management, 39(6), 664-690. https://doi.org/10.1177/1059601114553512

    • Schraub, E. M., Micheli, A., Shemla, M., & Sonntag, K. (2014). The role of leader emotion management and team conflict for team members’ proactive behavior: A multilevel perspective. European Journal of Work and Organizational Psychology, 23(2), 263-276. https://doi.org/10.1080/1359432X.2012.728700

    • Hentschel, T., Shemla, M., Wegge, J., & Kearney, E. (2013). Perceived diversity is bad for team functioning: The role of shared emotions as a mediator and diversity beliefs as a moderator. Small Group Research, 44(1), 33-61. https://doi.org/10.1177/1046496412470725

    • Shemla, M., Kearney, E., Wegge, J., & Stegmann, S. (2012). Team diversity, team processes, and team performance: The moderating role of leader mood. Academy of Management Proceedings. https://doi.org/10.5465/AMBPP.2012.293

    • Meyer, B., Shemla, M., & Schermuly, C. C. (2011). Social category salience moderates the effect of diversity faultlines on information elaboration. Small Group Research, 42(3), 257-282. https://doi.org/10.1177/1046496411398396

  • Professional (13)
    • Hoever, IJ. I., Leroy, HL. H., & Shemla, M. (2021). Walking the tightrope of inclusion versus exclusion in the workplace: A leadership lens. RSM Discovery. https://discovery.rsm.nl/articles/506-walking-the-tightrope-of-inclusion-versus-exclusion-in-the-workplace-a-leadership-lens/

    • Lam, H., Giessner, S., & Shemla, M. (2020). Four Simple Ways To Combat The Loneliness Caused By COVID-19. Forbes. http://hdl.handle.net/1765/126671

    • Shemla, M. (2020). The Diversity Myth. Unknown. http://hdl.handle.net/1765/124630

    • Lam, H., Giessner, S., & Shemla, M. (2020). Tips: Loneliness and working from home during the COVID-19 crisis. RSM Discovery - Management Knowledge. http://hdl.handle.net/1765/126802

    • Lam, H., Giessner, S., & Shemla, M. (2020). Tips: Loneliness and working from home during the COVID-19 crisis. RSM Discovery - Management Knowledge. http://hdl.handle.net/1765/125754

    • Shemla, M. (2019). Pitfalls and potential: the hidden dangers and challenges of managing diversity. RSM Discovery - Management Knowledge. http://hdl.handle.net/1765/119240

    • Shemla, M. (2019). How To Effectively Manage Your Diverse Team. Forbes. http://hdl.handle.net/1765/120018

    • Shemla, M. (2018). Why Workplace Diversity Is So Important, And Why It's So Hard To Achieve. Forbes.

    • Shemla, M. (2017). Making diversity policies work. RSM Discovery - Management Knowledge, 32(4), 5-7. http://hdl.handle.net/1765/103195

    • Shemla, M. (2016). Can you have too much diversity? Lessons from the Premier League. Unknown.

    • Shemla, M., Adanov, S., & Gadellaa, J. (2016). Too much of a good thing: Is there a risk in having too much diversity? Unknown.

    • Shemla, M., & Post, C. (2015). The Dark Side of Silicon Valley Diversity Targets. Unknown.

    • Shemla, M., & Kreienberg, A. (2014). Gender Quotas in Hiring Drive Away Both Women and Men. Forbes.

  • Academic (2)
    • Ries, B., Diestel, S., Shemla, M., Liebermann, F., Wegge, J., & Schmidt, K-H. (2013). Age diversity and team effectiveness. In C. M. Schlick, E. Frieling, & J. Wegge (Eds.), Age-Differentiated Work Systems (pp. 89-118). Springer.

    • Dej, D., Shemla, M., & Wegge, J. (2013). Entrepreneurs’ Creativity and Innovation: A Key to Performance. In A. G. Tan (Ed.), Creativity, Talent and Excellence (pp. 135-151). Springer. http://hdl.handle.net/1765/121743

  • Academic (1)
    • Shemla, M., Dej, D., & Wegge, J. (2012). Aiming for innovation in teams: The promise of team diversity. In A-G. Tan (Ed.), Creativity and Talent Development. Springer.

  • Professional (1)
    • Nishii, L., Khattab, J., Shemla, M., & Paluch, RM. (2017). A multi-level process model for understanding diversity practice effectiveness. In Academy of Management Proceedings (Vol. 2017). 1 Vol. 1 https://doi.org/10.5465/ambpp.2017.293

  • Professional (1)
    • Lam, H. (Author), Giessner, S. (Author), & Shemla, M. (Author). (2020). Four Simple Ways To Combat The Loneliness Caused By COVID-19. Web publication/site http://hdl.handle.net/1765/126805

Additional activities (1)

  • Group and Organization Management (Journal)

    Editorial work (Academic)

Media

Media items

  • Experts Reveal How to Overcome COVID-19 Loneliness at University

    Article about the impact of COVID-19 on students. The lockdown and these – often country-wide – periods of isolation left students feeling out of touch and lonely. In fact, in a survey conducted by Save the Student, two thirds of…

  • United we stand

    Article about the culture of the Netherlands, which is defined byconsensus, directness and egalitarianism – along with a long-running battle against water. Examples of this are the numerous big brands in the Netherlands.…

  • Leading a team as an expat in the Netherlands

    Article adressing the challenges of managing a team as an expat. Teams with a different national and cultural background have the potential to create a wide range of interesting ideas, says Meir Shemla, researcher and…

  • Four Simple Ways To Combat The Loneliness Caused By COVID-19

    Rsearch done by Meir Shemla of RSM has suggested four ways how to combat loneliness in times of the corona crisis. Engaging in self disclosure, creaying meaning in virtual work, reminiscing about the good old times and knowing…

  • The diversity myth

    An article written by Meir Shamla of RSM about research which shows that equality does not automatically translate into better team performance.

  • Vrouwen krijgen minder vaak werk aangeboden dan mannen – Klopt dit wel?

  • Professor: Diversity policies fall short due to conflicting goals, lack of management

    Meir Shemla has co-published a 2018 paper researching diversity management practices in organisations. He said in a statement that when members of a team are different from each other, they perceive, experience and understand…

  • Moet 30 procent jongens verplicht gaan paardrijden?

    The study conducted by Meir Shemla and Anja Kreienberg, called 'Gender Quotas in Hiring Drive Away Both Women and Men' has been mentioned in an article.

  • New Lawsuit Exposes Google's Desperation to Improve Diversity

    Meir Shemla, Associate Professor at the Department of Organization and Personnel Management at RSM, has given an interview with Wired Magazine regarding his research on diversity policies.

  • The Dark Side of Silicon Valley Diversity Targets

    Firms in the tech-industry have imposed gender and racial quotas to themselves to diversify the workforce. However, research shows that these only reinforce stereotypes and alienate high-performing candidates as it does not change…

  • Gender Quotas in Hiring Drive Away Both Women and Men

    An article written by Meir Shemla and Anja Kreienberg regarding Kreienberg's thesis on the subject of Gender Quotas in hiring. This article elaborates on the content of the thesis; the research method and the outcome.

Discovery items

Walking the tightrope of inclusion versus exclusion in the workplace: A leadership lens

How leaders can reap the benefits of inclusion and diversity – including a tool for using within organisations.

Tips: Loneliness and working from home during the COVID-19 crisis

No man/woman is an island. It is normal to feel lonely while working from home. Use these four tips to prevent loneliness.

Pitfalls and potential: the hidden dangers and challenges of managing diversity

Managers and organisation are often surprised and disappointed when their diversity efforts and policies do not lead to positive outcomes.

Making diversity policies work

Often there is a mismatch between how organisations design diversity policies and how they implement them.

Courses

IM Research clinic

  • Study year: 2021/2022, 2020/2021
  • Code: BM-IM-RC
  • Level: Master

Global Leadership

  • Study year: 2021/2022, 2020/2021, 2019/2020, 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BM-IM02CC
  • Level: Master

HRM Internship

  • Study year: 2021/2022
  • Code: BMBPHRM
  • Level: Master

HRM Master Thesis

  • Study year: 2021/2022, 2020/2021
  • Code: BMMTHRM
  • Level: Master

OCC Master Thesis

  • Study year: 2021/2022, 2020/2021
  • Code: BMMTOCC
  • Level: Master

Past courses

HRM-OCC Master Thesis

  • Study year: 2020/2021
  • Code: BMMTHRM-OCC
  • ECTS: 16 Level: Master

HRM/OCC Internship

  • Study year: 2020/2021
  • Code: BMBPHRM-OCC
  • ECTS: 6 Level: Master

IM Research clinic

  • Study year: 2020/2021, 2018/2019
  • Code: BM-IMRC
  • Level: Master

Innovation Management

  • Study year: 2020/2021
  • Code: BM-IM09CC
  • ECTS: 8 Level: Master

Behavioural Foundations

  • Study year: 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BERMFC001
  • ECTS: 3 Level: Master

Managing People in Organisations

  • Study year: 2018/2019, 2017/2018, 2016/2017, 2015/2016
  • Code: BM01HRM
  • ECTS: 6 Level: Master

Research challenges in HRM and OB

  • Study year: 2016/2017, 2015/2016
  • Code: BMRMHRM
  • ECTS: 4 Level: Master

Management challenges in international organisations

  • Study year: 2014/2015, 2013/2014, 2012/2013
  • Code: IM02CC
  • ECTS: 8 Level: Master

Managing people in organisations

  • Study year: 2014/2015, 2013/2014
  • Code: RSM01HRM
  • ECTS: 6 Level: Master

Research challenges in HRM and OB

  • Study year: 2014/2015, 2013/2014
  • Code: RSMRMHRM
  • ECTS: 4 Level: Master

Managing people in organisations

  • Study year: 2012/2013
  • Code: BKM04HR
  • ECTS: 5 Level: Master

Research challenges in HRM and organisational behaviour

  • Study year: 2012/2013
  • Code: BKM06HR
  • ECTS: 5 Level: Master