Ph.D., The Pennsylvania State University, 2002; B.S., Miami University, 1993.
Arizona State University: 2005-present.
Previous Appointments: University of Illinois, Urbana-Champaign; The Pennsylvania State University.
Dr. Corley’s research largely springs from the question, “why do people in organizations experience change the way they do?” Answering this question has led him to do field research examining the processes by which managers and employees organize around their roles and practices, as well as how they make sense of the changes that occur within their organization. Examining these processes has led Prof. Corley to focus on foundational concepts such as identity, identification, image, culture, knowledge, and legitimacy. Studying these questions and concepts by interacting directly with those experiencing the change has resulted in Dr. Corley working closely with a range of organizations, from Fortune 100 companies to small businesses.
Career and Recent Professional Awards; Teaching Awards
2010 Administrative Science Quarterly Award for Scholarly Contribution for the 2004 article “Identity ambiguity and change in the wake of a corporate spin-off” with Gioia, D.
2009 W. P. Carey School of Business MBA Teaching Award
2003 W.H. Newman Award - Best paper based on a dissertation at the 2003 Academy of Management meetings, Seattle, WA
Associate Editor, Academy of Management Journal, July 2010 to July 2013
Editorial Review Boards: Journal of Management Inquiry, 2004-present; Academy of Management Journal, 2007-present; Academy of Management Review, 2005-2010
Corporate and Public Sector Leadership
Management Consultant, Ernst & Young LLP, Great Lakes Management Consulting Group, 1993-1996
Huy, Q., Corley, K.G., & Kraatz, M. 2014. From support to mutiny: Shifting legitimacy judgments and emotional reactions impacting the implementation of radical change. Academy of Management Journal, 57(6), 1650–1680.
Withers, M., Corley, K.G. & Hillman, A. 2012. Stay or leave: Director identities and voluntary exit from the board during organizational crisis. Organization Science, 23(3): 835-850
Ashforth, B.E., Rogers, K.M., & Corley, K.G. 2011. Identity in organizations: Exploring cross-level dynamics. Organization Science, 22(5): 1144-1156
Corley, K. G. & Gioia, D. A. 2011. Building theory about theory building: What constitutes a theoretical contribution? Academy of Management Review, 36(1), 12-32
Harrison, S. & Corley, K. G. 2011. Clean climbing, carabiners, and cultural cultivation: Developing an open-systems perspective of culture. Organization Science, 22(2): 391-412
ASU is a tier 1 research university and W. P. Carey is proud of its strong tradition of teaching and classroom excellence. Our students directly benefit from the research and theories our faculty brings into the classroom. Below is a list of courses being taught during the current semester by this faculty member. Click a course to view it in the ASU course catalog.
MGT 430 - Negotiations
Improves student's understanding of and skills in the art of negotiation. For most managers, negotiation is a significant aspect of their day-to-day jobs, not to mention a major element of everyday life. Give students experience in bargaining and negotiation, as well as provide a foundation in the essential knowledge bases crucial to being an effective negotiator. Emphasizes experiential learning--students spend most of their time participating in exercises and negotiation simulations, as well as discussing negotiation-based cases involving issues that often arise in the workplace. Provides a fundamental understanding of what it takes to be an effective negotiator, as well as several experiences to draw upon in future negotiation situations.
MGT 520 - High-Impact Leadership
Addresses the inherent ambiguity surrounding effective leadership by providing a toolkit of tangible behaviors to ensure leaders create "high impact" in all areas of their professional and personal lives. Emphasizes what high-impact leaders do differently and uniquely to achieve results while also inpsiring loyalty in relationships. Covers core topics including building executive maturity and presence, developing and delivering compelling messages, inspiring those around you, building a strong relationship network, establishing credibility, and managing upward relationships. Includes peer dialogue, extensive presentation skills training, and assignments based on students' real-life leadership experiences.
MGT 530 - Influence and Negotiations
Improves students' understanding of and skills in the art of negotiation. For most managers, negotiation is a significant aspect of their day-to-day jobs, not to mention a major element of everyday life. Gives students experience in bargaining and negotiation, as well as provides a foundation in the essential knowledge bases crucial to being an effective negotiator. Emphasizes experiential learning--students spend most of their time participating in exercises and negotiation simulations (including negotiating job offers), as well as discussing negotiation-based cases involving issues that often arise in the workplace. The goal is to provide students with a fundamental understanding of what it takes to be an effective negotiator, as well as several experiences to draw upon in future negotiation situations.
MGT 792 - Research
Independent study in which a student, under the supervision of a faculty member, conducts research that is expected to lead to a specific project such as a dissertation, report, or publication. Assignments might include data collection, experimental work, data analysis, or preparation of a manuscript.
MGT 799 - Dissertation
Supervised research focused on preparation of dissertation, including literature review, research, data collection and analysis, and writing.