Organizational Behavior

Organizations operate in environments of continual change where effective decision-making, collaboration, and strategic adaptation are essential to long-term success.

Current projects examine executive decision-making, organizational adaptation, employee strategic agency, cross-functional product teams, and the organizational systems that translate strategy into innovation and performance.

Two people sitting at a table, one with glasses and the other with short dark hair, using tablets, in a bright, indoor setting.

Executive Decision-Making

How do executives make strategic decisions in industries characterized by uncertainty, rapid change, and incomplete information?

This research examines the decision-making processes of fashion retail executives, identifying the resources, information sources, and strategic behaviors that support effective leadership in dynamic environments. Through phenomenological research with senior retail executives, this work introduces the Fashion Retail Decision-Making Model, demonstrating how collaboration, adaptability, speed, intuition, creativity, and diverse information sources—including social media and internal analytics—collectively shape strategic decisions. The findings also identify opportunities to strengthen connections between academic research and executive practice.

Flowchart showing resources and strategies for business decision-making in fashion retail, including information resources like internal data, external data, social media, and press; resource opportunity from academic research; and fashion retail decision-making strategies such as collaboration, speed, adaptability, gut instinct, and creativity.
Read on JFMM

Product lifecycle management has become an increasingly collaborative organizational capability, yet little research has examined how decision authority is structured across product teams — including merchandising, planning, design, sourcing, and allocation teams. This research introduces the concept of Decision Architecture, demonstrating how authority systematically shifts throughout the product lifecycle as products move from planning and concept development through commercialization and in-season management. The framework extends research on cross-functional collaboration by explaining how organizations coordinate expertise, balance competing priorities, and improve responsiveness in rapidly changing retail environments.

Cross-Functional Decision Architecture

How is decision authority distributed across cross-functional product teams?

A table outlining the phases of a process: Pre-season, Development, In-Season, and End-of-Life, with detailed activities for each phase such as planning, merchandising, allocation, and planning/exit strategy. A section at the bottom describes cross-functional interactions like OTB, trend direction, customer excitement, replenishment, and markdowns.
Publication Coming Soon

This research examines the role of corporate retail employees as active participants in organizational adaptation rather than passive implementers of strategy. Building upon General Systems Theory and psychological empowerment, the research develops the Strategic Change–Agency–Performance (SCAP) Framework, positioning employee strategic agency as the mechanism connecting strategic initiatives with operational and financial performance. This work expands organizational theory by identifying employees as critical agents in organizational resilience and continuous adaptation.

Employee Strategic Agency

How do employees translate strategic change into organizational performance?

Table comparing employees' perceived business impact based on cohesion with brand and community attributes, divided into levels of impact: micro, macro, and interpersonal, with respective attributes listed under brand, individual, community, and business impact columns.
Read on ISU Repository

This research explores the strategic motivations that influence organizational growth, retail expansion, and international market development. By examining the relationship between organizational strategy, brand development, and internationalization, this work provides a holistic perspective on how retailers align long-term strategic objectives with evolving market opportunities and organizational capabilities.

Strategic Retail Leadership

Why do organizational leaders evolve organizations to support international expansion?

Diagram illustrating the relationships in brand psychology, showing external brand stakeholders, brand, organizational psychology, management, employees, brand personality, and consumer psychology interconnected.
Diagram illustrating the relationships in brand psychology, showing external brand stakeholders, brand, organizational psychology, management, employees, brand personality, and consumer psychology interconnected.
Diagram illustrating a holistic and hierarchical model for retail internationalization, showing levels from economic motivations to brand equity with various motives and outcomes, including psychological motivations and brand actualization.
Read on Researchgate