Associate Professor of Management; Harry W. Witt Faculty Fellow in Management
Palumbo Donahue School of Business
Pittsburgh, PA, 15282
Phone: 412.396.6132 Fax: 412.396.4764
Aimée A. Kane is the Harry W. Witt Faculty Fellow and an Associate Professor of Management in at the Palumbo-Donahue School of Business at Duquesne University. Professor Kane develops and teaches core courses at the undergraduate, master's, and executive levels, in which she provides students with structured opportunities to make unique and valuable contributions for individual and collective learning. Management and Organizational Behavior helps undergraduate students acquire research-based, contemporary knowledge of human behavior and organizations, apply that knowledge to analyze organizational situations, and develop teamwork and influence skills critical to effective management. Managing People for Sustained Competitive Advantage and Behavior in Organizations help MBA and MS in Management learn some of the ways in which they as employees, consultants, and managers can improve employee performance and commitment - key factors underlying sustainable and effective organizations. Dr. Kane teaches negotiation skills to executives in the Women's Executive Leadership Program.
An overarching question motivates Dr. Kane's research: what enables people who are separated by boundaries, (e.g., social distinctions, organizational boundaries, national cultures) to learn from one another, collaborate effectively, and become agents of change and innovation. Her research takes an interdisciplinary perspective, drawing on and contributing to literatures from the organizational sciences on group and organizational learning and from the psychological sciences on social identity and group socialization. In conducting this research, she employs various laboratory and field methodologies, including small group experiments, social network analysis, questionnaires, and interviews. Her research has been published in leading academic journals such as Academy of Management Annals, Group Processes and Intergroup Relations, Journal of Management Studies, Organization Science, and Organizational Behavior and Human Decision Processes. She currently serves on the editorial boards of Organization Science and Group Dynamics: Theory, Research and Practice. In 2017, Dr. Kane received the Dean's Award for Research. In 2014 and in 2015, she received the Palumbo-Donahue School of Business Outstanding Research Award.
Prior to joining Duquesne, Kane was an Assistant Professor of Management and Organizations at New York University's Stern School of Business. She also previously worked for the Eberly Center for Teaching Excellence at Carnegie Mellon University as a research associate and teaching consultant. Professor Kane became interested in understanding how to create and transfer knowledge when she worked as an investment banker at Goldman, Sachs and Company. She also worked as an intern in finance, marketing and sales at the General Electric Capital Company, Philip Morris and Unilever Mexico.
She holds a Ph.D. and a M.S. in organizational behavior and theory from the Tepper School of Business at Carnegie Mellon University and a B.A. in Spanish, magna cum laude, and a certificate in markets and management studies from Duke University, where she was elected to Phi Beta Kappa.
Articles in Journals
Kane, A. A. & Levina, N. (2017). "Am I still one of them?": Bicultural immigrant managers navigating social identity threats when spanning global boundaries. Journal of Management Studies, 54, 540-577, doi: 10.1111/joms.12259.
Kane, A. & Rink, F. (2016). When and how groups utilize dissenting newcomer knowledge: Newscomers’ future prospects condition the effect of language-based identity strategies. Group Processes & Intergroup Relations, 19 (5), 591-607.
Kane, A. A. & Rink, F. (2015). How newcomers influence group utilization of their knowledge: Integrating versus. Differentiating strategies. Group Dynamics: Theory, Research, and Practice.
Kane, A. A., Dokko, G., & Tortoriello, M. (2014). One of us or one of my friends: How social identity and tie strength shape the creative generativity of boundary-spanning ties. Organization Studies, 35, 707-726.
Kane, A. A., Rink, F., Ellemers, N., & Van der Vegt, G. (2013). Team receptivity to newcomers: Five decades of evidence and future research themes. Academy of Management Annals, 7 (1), 245-291.
Kane, A. A., Salazar, M. R., & Lant, T. K. (2011). To join or not to join: An investigation of facilitators and inhibitors of medical faculty decisions to join an interdisciplinary team. Clinical and Translational Science, 4 (4), 274-278.
Kane, A. A. (2010). Unlocking knowledge transfer potential: Knowledge demonstrability and superordinate social identity. Organization Science, 21 (3), 643-660.
Kane, A. A., Argote, L., & Levine, J. M. (2005). Knowledge transfer between groups via personnel rotation: Effects of social identity and knowledge quality. Organizational Behavior and Human Decision Processes.
Articles in Proceedings
Kane, A. A., Kiesier, S., & Kang, R. (2018). Inaccuracy blindness in collaboration persists, even with an evaluation prompt. Proceedings of the Conference on Human Factors in Computing Systems (CHI' 18), 1 -9. doi: 10.1145/3173574.3174068
Kane, A. A., Kang, R., & Kiesler, S. (2014). Teammate inaccuracy blindness: When information sharing tools hinder collaborative analysis. Computer Supported Collaborative Work and Social Computing, New York: Association for Computing Machinery (ACM), 797-806.
Kane, A. A. & Rink, F. (2011). Integrating vs. differentiating identity strategies. Academy of Management, 6.
Kane, A. A., Salazar, M. R., & Lant, T. K. (2009). Predicting Participation in Experimental Interdisciplinary Team Structures for Knowledge Creation. Best Paper Proceedings of the Annual Meeting of the Eastern Academy of Management.
Kane, A.A., & Levina, N. (2009). I am not one of them anymore: Onshore immigrant managers on offshored software development project. Academy of Management.
Kane, A.A. & Levina, N. (2009). Immigrant Managers as Boundary Spanners on Offshored Software Development Projects: Partners or Bosses? ACM International Workshop on Intercultural Collaboration (IWIC), 978-1-6055, Palo Alto, CA: ACM.
Kane, A. A. & Rink, F. (2015, November). Overcoming Barriers to Team Receptivity to Newcomers. INFORMS Annual Meeting, Philadelphia, Pennsylvania.
Kane, A. A. (2015, September). How newcomers influence receptivity to unique knowledge in work groups and teams. Society for Experimental Social Psychology, Denver, Colorado.
Kane, A. A. (2015, September). When new hires can be catalysts for team learning and innovation. Invited presentation to the trustees of the A.J. and Sigismunda Palumbo Charitable Trust, Pittsburgh, Pennsylvania.
Kane, A. A. (2015, August). Realizing team receptivity: Newcomer identity strategies and future prospects. Academy of Management: Organizational Behavior Division, Vancouver, Canada-British Columbia.
Kane, A.A. & Carter, E. (2015, July). Examining team receptivity to newcomers: Effects of newcomer entry processes and identity strategies. Interdisciplinary Network for Group Research (INGRoup), Pittsburgh, Pennsylvania.
Kane, A. A., Pike, J. C., & Argote, L. (2014). Knowledge Transfer across Geographically Distributed Units of a Service Organization. Cognition in the Rough at the Annual Meeting of the Academy of Management, Philadelphia, Pennsylvania.
Kane, A. A., Kang, R., Carter, E., & Kiesler, S. (2014). Overcoming Teammate Inaccuracy Blindness in Remote Asynchronous Collaborative Analysis. Interdisciplinary Network for Group Research (INGRoup), Raliegh, North Carolina.
Kane, A. A. (2014, August). Identity Risk and Learning Among Knowledge Workers in Emerging Organizations. National Science Foundation 2014 Conference on Facilitating the Creation and Transfer of Knowledge, Wharton School, Philadelphia, Pennsylvania.
Kane, A.A. & Carter, E. (2014, April). Improving Collaborative Analysis. Undergraduate Research and Scholarship Symposium, Duquesne University, Pittsburgh, Pennsylvania.
Kane, A.A., Kang, R., & Kiesler, S. (2013). When Information Sharing Tools Help or Hinder Collaborative Analysis. Interdisciplinary Network for Group Research (INGRoup), Atlanta, Georgia.
Kane, A.A., Gweon, G., & Rose, C. P. (2011). Facilitating knowledge transfer between groups through idea co-construction. Interdisciplinary Network for Group Research (INGRoup), Minneapolis, Minnesota.
Kane, A. A. & Rink, F. (2011). Newcomers to work teams: Evidence, themes, and new directions. Interdisciplinary Network for Group Research (INGRoup), Minneapolis, Minnesota.
Kane, A.A. & Salazar (2010). Realizing the innovative promise of interdisciplinary science teams: Knowledge stock heterogeneity, knowledge subgroups, and attitude heterogeneity. Interdisciplinary Network for Group Research (INGRoup), Washington, District of Columbia.
Kane, A.A., Dokko, G., & Tortoriello, M. (2009). Social network ties, social identity, and the sources of innovative performance. Academy of Management, Chicago, Illinois.
Kane, A.A., Salazar, M. R., & Lant, T. K. (2009). Knowledge Workers and Interdisciplinary Teams for Knowledge Creation: Predicting Participation. Academy of Management, Chicago, Illinois.
Rink, F., Kane, A. A., Ellemers, N., & Van der Vegt, G. (2017). Change in organizational work teams. In E. Salas, R. Rico, & J. Passmore (Eds.), The Wiley-Blackwell handbook of the psychology of teamworking and collaborative processes (pp. 177-194). Wiley.
Kane, A. & Rink, F. (2015). Team Newcomers. In R. Griffin (Ed.), Oxford Bibliographies in Management (pp. 1-17). Oxford University Press: New York.
Kane, A. & Rink, F. (2014). Conflict and Change in Teams: The Innovative Newcomer Challenge. In O. Ayoko, N. Ashkanasy, & K. A. Jehn (Eds.), Handbook of Research in Conflict Management (pp. 205-220). Edward Edgar: Cheltenham, UK.
Kane, A. & Steele, A. (2012). Taking Actions to Deal with Climate Change Risks and Opportunities: Developing Strong Superordinate Identities Within Corporations to Promote Knowledge Transfer and Creation. In J. Stoner & C. Wankel (eds.), Managing Climate Change Business Risks and Consequences: Leadership for Global Sustainability (pp. 207-225). Palgrave Macmillan: New York, NY.
Kane, A. & Argote, L. (2009). Superordinate Identity and Knowledge Creation and Transfer in Organizations. Knowledge Governance: Multi-disciplinary Perspectives.
Kane, A. & Argote, L. (2003). Learning from Direct and Indirect Experience in Organizations: The Effects of Experience Content, Timing, and Distribution. In P. Paulus & B. Nijstad, Group Creativity: Innovation Through Collaboration. Oxford University Press.
Kane, A. & Shitemi, M. (2013). Stranded in the Nyiri Desert: A Group Case Study. In M. Drake, The Applied Business Analytics Casebook: Applications in Supply Chain Management, Operations Management, and Operations Research (pp. 161-164). Financial Times Press: Upper Saddle River, NJ.
An overarching question motivates Dr. Kane's research: what enables people who are separated by boundaries, (e.g., social distinctions, organizational boundaries, national cultures) to learn from one another, collaborate effectively, and become agents of change and innovation? To address this question, her research takes an interdisciplinary perspective. For example, her work on knowledge transfer draws on and contributes to the literature from the organizational sciences on organizational learning (for reviews, see Argote, 2013; Argote & Miron-Spektor, 2011) and to the literature from the psychological sciences on social identity (for reviews, see Ellemers, 2012; Haslam 2004). Her related work examining team receptivity to newcomers draws on and contributes to the aforementioned social identity literature as well as to the group learning literature (for reviews, see Argote, Gruenfeld & Nanquin, 2001; Wilson, Goodman, Cronin, 2007) and to the group socialization literature (for reviews see Levine & Choi, 2011; Levine & Moreland, 1994). As detailed below, her research projects span the organizational and psychological sciences.
Dr. Kane's work on knowledge transfer (Argote and Kane, 2009; Kane, Argote, Levine, 2005; Kane, 2010; Kane & Steele, 2012; Kane & Rink, in press) contributes a social psychological perspective to the organizational learning literature. It highlights the intergroup nature of knowledge transfer and advances the extent to which people feel a psychological sense of belonging to an overarching group, termed "superordinate social identity," as an important enabler of this exploratory learning process. This research, which was supported by a grant from the National Science Foundation, goes beyond establishing this causal relationship, identifying situations under which the effect is stronger (moderators), including the extent that the merits of knowledge are apparent, termed "knowledge demonstrability," and the quality of the knowledge. A managerial implication of this work is the value of highlighting a common membership in a superordinate group when aiming to facilitate the transfer of superior knowledge that is low in demonstrability. With the ever-increasing availability of information, it is this kind of knowledge with concealed merits that may be overlooked to the detriment of organizations and society.
The focus of the aforementioned work on the micro-underpinnings of knowledge transfer also enriches the social identity literature. For example, Kane (2010) develops theory and provides evidence of a mindful process whereby superordinate social identity motivates knowledge consideration, the focusing of attention on determining the value of another's knowledge, which, in turn, accounts for the transfer of less demonstrable knowledge. Prior to this work, the dominant psychological view was that shared identity led people to blindly adopt opinions from members of one's own group (e.g., Abrams, Wetherell, Cochrane, Hogg & Turner, 1990). In recent years, social identity researchers have begun building on the mindful perspective Dr. Kane advanced, for example, linking shared identity and effective communication (Greenway, Wright, Willingham, Reynolds, & Haslam, 2015).
Field research conducted by Dr. Kane and colleagues on knowledge sharing and collaboration across organizational boundaries underscores the importance of social identity and provides insights into its organizational applicability. Along with Dr. Gina Dokko and Dr. Marco Tortoriello, Dr. Kane examines the conditions under which the diverse knowledge provided by boundary-spanning ties to contacts on other work teams within the same organizational division is generative of creative ideas. Social network analysis of data collected in a R&D division of a global high-technology firm shows that stronger employee identification with the superordinate division enhances creative generativity, whereas stronger team identity renders interactions with colleagues on other work teams less generative of creative ideas, an effect that is attenuated by tie strength (Dokko, Kane, & Tortoriello, 2014). This work highlights that identification at nested organizational levels represent distinct social contexts with a local team identity acting as an impediment and a superordinate identity acting as facilitator. Another project examining boundary spanning and collaboration includes Dr. Theresa Lant and began when Dr. Maritza Salazar was a graduate student at New York University. This field research conducted at a major medical research university examined whether experts choose to participate (or not) in nascent interdisciplinary research teams. Drawing on insights from group socialization research, this work posits and finds that factors increasing the likelihood of participation include individuals' distinctive expertise and their boundary spanning collaboration experience (Salazar, Lant, & Kane, 2011).
An inductive qualitative study of bicultural immigrants assigned to manage knowledge-intensive projects sourced to their country of origin conducted with Dr. Natalia Levina further underscores that collaborative boundary spanning-in-practice arises not merely by collaborators belonging to a common entity (e.g., a cultural group), but rather from how these bicultural individuals navigate the social identity threat that arises from the assignment (Levina & Kane, 2017). Such assignments can help in spanning cultural boundaries, but may have problematic implications for spanning knowledge-based boundaries. This work focuses on actions vis-à-vis global collaborators and unpacks psychological processes involved. Bicultural managers in these positions have to navigate the workplace social identity threat that arises from being associated with the home country group - a lower status group in this context. How they navigate this threat shapes the way they use their bicultural competencies and authority as managers. When they embrace their home country identity, immigrant managers tend to enable knowledge-based boundary spanning through actions empowering home country collaborators, such as teaching missing competencies, connecting to important stakeholders, and soliciting input. Instead, when distancing from their home country identity, they tend to hinder collaborators by micromanaging, narrowing communication channels, and suppressing input. This work suggests that organizations and individual boundary spanners should be reflective in making such assignments, considering the relative status of the groups involved and the psychology of the individuals assigned to span them.
Dr. Kane's work on team receptivity to newcomers enriches the group learning and socialization literatures. In a review of five decades of research in the organizational and psychological sciences on team responses to newcomers, Dr. Kane and colleagues, Prof. Dr. Floor Rink, Prof. Dr. Naomi Ellemers, and Prof. Dr. Gerben Van Der Vegt show that, on balance, teams are willing to reflect on their existing practices in the presence of new members, but are relatively unwilling to socially accept newcomers or utilize their knowledge (Rink, Kane, Ellemers, Van Der Vegt, 2013; also see, Kane & Rink, 2015a; Kane & Rink, in press; Rink, Kane, Ellemers, & Van Der Vegt, 2017). Kane (2010) and Kane et al. (2005) operationalized knowledge transfer via membership change, which means that the work provides insights into team receptivity to newcomers. In particular, these studies demonstrate that teams are more receptive to the unique knowledge of new members when team members identify strongly with a superordinate group that includes the newcomer. Accordingly, teams would be advised to draw newcomers from within their organization, but the applicability of this implication is limited by the benefits and prevalence of inter-organizational mobility.
Research conducted with Dr. Rink addresses whether marginal members, such as newcomers, themselves can increase team receptivity and proposes that newcomers calibrate the way they contribute knowledge to address social identity concerns (Kane & Rink, 2011; Kane & Rink, 2015b; Kane & Rink, 2016; Rink & Kane, 2014; Rink et al., 2017). Experimental studies reveal that newcomers are accepted more easily and, hence, enhance the utilization of their knowledge when the newcomers themselves use an integrating strategy (i.e., plural pronouns) that emphasize their new team rather than the more common differentiating strategy (i.e., singular pronouns) that emphasize personal identity and separation from the team (Kane & Rink, 2015). Prior research had found that a group's affiliative needs vary as a function of a new member's future prospects in a group (Rink & Ellemers, 2009). Consistent with this logic, subsequent experiments reveal greater embracing of a permanent newcomer who used integrating pronouns compared to a permanent newcomer who used differentiating pronouns, but more distancing of a temporary newcomer who used integrating pronouns compared to a temporary newcomer who used differentiating pronouns (Kane & Rink, 2016). Taken together this research suggests that groups have affiliative concerns, which a change-agent newcomer may address by using inclusive pronouns ("we," "our") rather than the more common differentiating pronouns ("I," versus "you"), which in turn, renders groups likely to adopt a new work routine (Kane & Rink, 2015), especially when the newcomer joins the group on a permanent basis (Kane & Rink, 2016). In all of these studies, groups may have been especially open to innovating because of the changes and disruptions that come with newcomer entry (Rink et al. 2017). This work, much of which was supported by a grant from the A.J. and Sigismunda Palumbo Charitable Trust, identifies actionable practices that managers and marginalized employees, such as new members, may undertake to become effective agents of organizational renewal and social change.
Another project examines a particular case of the larger problem of misinformation online that is facing our society. This work involves Dr. Sara Kiesler and began when Rougu Kang was a graduate student at Carnegie Mellon University. A dominant perspective in the literature is that teams tackling complex problem benefit from the using computer-mediated technologies to share information among analysts separated by distance and time (Bruns, 2012). However, this National Science Foundation supported project suggests that such optimism be tempered (Kane, Kielser, & Kang, 2018; Kang, Kane, & Kiesler, 2014). In particular, experiments reveal that analysts often experience "teammate inaccuracy blindness," mistaking inaccurate information as helpful and performing worse than counterparts who receive only raw data from remote collaborators (Kang, Kane, & Kiesler, 2014). Although adding accurate information from an additional collaborator can help overcome the tendency to rely on misinformation (Kang, Kane, & Kiesler, 2014), for the controversy or inconsistency to be useful it would need to be noticed. A series of experiments that employ an evaluation prompt designed to increase attention to collaborator's information show that inaccuracy blindness is quite challenging to counteract and poses a timely challenge for the researchers and practitioners alike(Kane, Kielser, & Kang, 2018).
Dr. Kane employs a variety of research methodologies in her examination of the aforementioned conditions and processes through which people separated by psychological, organizational, and physical boundaries learn from and collaborate effectively with each other. The field studies conducted in organizational settings employ interviews, questionnaires, and social network analysis (i.e., Dokko et al., 2014; Levina & Kane, 2009; Salazar et al., 2011), whereas the experimental studies primarily employ knowledge sharing designs developed by Dr. Kane and colleagues with the support of grants from the National Science Foundation and the Palumbo Charitable Trust, (e.g., Kane et al., 2005; Kane, 2010; Kang et al., 2014; Kane & Rink, 2015; Kane et al., 2018). Taken together these laboratory and field methodologies complement one another, enhance generalizability, and provide a rich understanding of collaboration across boundaries.