Book:

Smerek, R. E. (2017). Organizational learning and performance: The science and practice of building a learning culture. New York: Oxford University Press.

Organizational Culture:

Kotrba, L., Gillespie, M. A., Schmidt, A. M., Smerek, R. E., Ritchie, S. A., & Denison, D. R. (2012). The effects of culture consistency on business performance. Human Relations, 65(2) 241–262.

Gillespie, M. A., Denison, D. R., Haaland, S., Smerek, R. E., & Neale, W. S. (2008). Linking organizational culture and customer satisfaction: Results from two companies in different industries. The European Journal of Work and Organizational Psychology, 17(1), 112-132.

Smerek, R. E. (2010). Cultural perspectives of academia: Toward a model of cultural complexity. In J. C. Smart (Ed.), Higher education: Handbook of theory and research, Vol. 25, pp. 381-423. Springer.

Smerek, R. E. & Denison, D. R. (2007). Social capital in organizations: Understanding the link to firm performance. In G. T. Solomon (Ed.), Best paper proceedings of the sixty-sixth annual meeting of the Academy of Management, ISSN 1543-8643.

Learning and New Executives:

Smerek, R. E. (2013). Sensemaking and new college presidents: A conceptual study of the transition process. Review of Higher Education, 36(3), 371-403.

Smerek, R. E. (2011). Sensemaking and sensegiving: An exploratory study of the simultaneous “being and learning” of new college and university presidents. Journal of Leadership and Organizational Studies, 18(1), 80-94.

Smerek, R. E. (2009). Sensemaking and Sensegiving: Leadership Processes of New College Presidents, Doctoral Dissertation, University of Michigan.

Other:

Gruber, D. A., Smerek, R. E., Thomas-Hunt, M. C., & James, E. H. (2015). The real-time power of Twitter: Crisis management and leadership in an age of social media. Business Horizons, 58, 163-172.

Smerek, R. E. (2014). Why people think deeply: Meta-cognitive cues, task characteristics, and thinking dispositions. In M. Sinclair (Ed.), Handbook of research methods on intuition.  (pp. 3-14). Cheltenham, UK: Edward Elgar.

Nieminen, L., Smerek, R. E., Kotrba, L. & Denison, D. R. (2013). What does an executive coaching intervention add beyond facilitated multisource feedback? Effects on leader self-ratings and perceived effectiveness. Human Resource Development Quarterly, 24(2), 145-176.

Smerek, R. E. (2010). The nature of knowledge, reflective practitioners, and the value of experience: A commentary on McCall’s “Recasting Leadership Development.” Industrial and Organizational Psychology: Perspectives on Science and Practice, 3(1), 38-40

Smerek, R. E., Luce, K., Kluczynski, P., & Denison, D. R. (2009). Executive coaching: Does leader behavior change with feedback and coaching? Linkage Leader, 1-7.

Smerek, R. E. & Peterson, M., W. (2007). Examining Herzberg’s theory: Job satisfaction among non-academic employees at a research university. Research in Higher Education, 48(2), 229-250.

Case:

Smerek, R. E. & Baker, W. E. (2010). Case Study: Open Book Finance at Zingerman’s Community of Businesses. Ann Arbor, MI: William Davidson Institute.