Dr Meir Shemla

Associate Professor

Department of Organisation and Personnel Management

Rotterdam School of Management (RSM)

Erasmus University Rotterdam

Connected with

Profile

Dr. Meir Shemla is an Associate Professor of Organizational Behavior and the Academic Director of the MBA program at Rotterdam School of Management (RSM).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 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.

Professional experience

Associate Professor

Erasmus University Rotterdam
RSM - Rotterdam School of Management
Department of Organisation and Personnel Management

Publications

Key Publications (4)

E. Kearney, M. Shemla, D.L. van Knippenberg & F. Scholz (2019). A Paradox Perspective on the Interactive Effects of Visionary and Empowering Leadership. Organizational Behavior and Human Decision Processes, Accepted . doi: 10.1016/j.obhdp.2019.01.001
M. Shemla & J. Wegge (2019). Managing diverse teams by enhancing team identification: The mediating role of perceived diversity. Human Relations, Accepted . doi: 10.1177/0018726718778101
L.H. Nishii, J. Khattab, M. Shemla & R.M. Paluch (2018). A multi-level process model for understanding diversity practice effectiveness. The Academy of Management Annals, 12 (1), 37-82. doi: 10.5465/annals.2016.0044
M. Shemla, B. Meyer, L.L. Greer & K.A. Jehn (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. doi: 10.1002/job.1957

Professional Publications (9)

M. Shemla How To Effectively Manage Your Diverse Team. Forbes
M. Shemla (2019). Pitfalls and potential: the hidden dangers and challenges of managing diversity. RSM Discovery - Management Knowledge .
M. Shemla (2018, augustus 22). Why Workplace Diversity Is So Important, And Why It's So Hard To Achieve. Forbes
L. Nishii, J. Khattab, M. Shemla & R.M. Paluch (2017). A multi-level process model for understanding diversity practice effectiveness. In Academy of Management Proceedings Vol. 2017. Academy of Management Proceedings
M. Shemla (2017). Making diversity policies work. RSM Discovery - Management Knowledge, 32 (4), 5-7.
M. Shemla, S. Adanov & J. Gadellaa (2016, september 1). Too much of a good thing: Is there a risk in having too much diversity? CEMS Magazine
M. Shemla (2016, november 11). Can you have too much diversity? Lessons from the Premier League. HR Magazine
M. Shemla & C. Post (2015, september 19). The Dark Side of Silicon Valley Diversity Targets. Newsweek
M. Shemla & A. Kreienberg (2014, oktober 16). Gender Quotas in Hiring Drive Away Both Women and Men. Forbes

Scholarly Publications (14)

J. Wegge, K.L. Jungbauer & M. Shemla (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. doi: 10.107/jmo.2019.64
E. Kearney, M. Shemla, D.L. van Knippenberg & F. Scholz (2019). A Paradox Perspective on the Interactive Effects of Visionary and Empowering Leadership. Organizational Behavior and Human Decision Processes, Accepted . doi: 10.1016/j.obhdp.2019.01.001
M. Shemla & J. Wegge (2019). Managing diverse teams by enhancing team identification: The mediating role of perceived diversity. Human Relations, Accepted . doi: 10.1177/0018726718778101
L.H. Nishii, J. Khattab, M. Shemla & R.M. Paluch (2018). A multi-level process model for understanding diversity practice effectiveness. The Academy of Management Annals, 12 (1), 37-82. doi: 10.5465/annals.2016.0044
J. Li, B. Meyer, M. Shemla & J. Wegge (2018). From Being Diverse to Becoming Diverse: A Dynamic Team Diversity Theory. Journal of Organizational Behavior, 39 (8), 956-970. doi: 10.1002/job.2272
M. Shemla, B. Meyer, L.L. Greer & K.A. Jehn (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. doi: 10.1002/job.1957
B. Meyer, M. Shemla, J. Wegge & J. Li (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. doi: 10.1111/joms.12118
E.M. Schraub, A. Micheli, M. Shemla & K. Sonntag (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. doi: 10.1080/1359432X.2012.728700
K.N. Steffens, M. Shemla, J. Wegge & S. Diestel (2014). Organizational Tenure and Employee Performance: A Multilevel Analysis. Group and Organization Management, 39 (6), 664-690. doi: 10.1177/1059601114553512
T. Hentschel, M. Shemla, J. Wegge & E. Kearney (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. doi: 10.1177/1046496412470725
B. Ries, S. Diestel, M. Shemla, F. Liebermann, J. Wegge & K. Schmidt (2013). Age diversity and team effectiveness. In C..M. Schlick, E. Frieling & J. Wegge (Eds.), Age-Differentiated Work Systems (pp. 89-118). Berlin: Springer
M. Shemla, D. Dej & J. Wegge (2012). Aiming for innovation in teams: The promise of team diversity. In A.-G. Tan (Ed.), Creativity and Talent Development. . Frankfurt: Springer
M. Shemla, E. Kearney, J. Wegge & S. Stegmann (2012). Team diversity, team processes, and team performance: The moderating role of leader mood. Academy of Management Proceedings . doi: 10.5465/AMBPP.2012.293
B. Meyer, M. Shemla & C.C. Schermuly (2011). Social category salience moderates the effect of diversity faultlines on information elaboration. Small Group Research, 42 (3), 257-282. doi: 10.1177/1046496411398396