Shal Khazanchi Headshot

Shal Khazanchi

Associate Dean Research and Graduate Programs

Dean’s Office
Saunders College of Business
skhazanchi@saunders.rit.edu
585-475-7126
Office Location
LOW-3313

Shal Khazanchi

Associate Dean Research and Graduate Programs

Dean’s Office
Saunders College of Business

Education

BS, South Gujarat University (India); MBA, University of Pune (India); Ph.D., University of Cincinnati

Bio

Dr. Shal Khazanchi is Associate Dean for Research and Graduate Programs, Ph.D. program director, and professor of Management at the Saunders College of Business, Rochester Institute of Technology. She holds Ph.D. in Organizational Behavior from the University of Cincinnati.  Dr. Khazanchi’s research explores contextual influences on relationships @ work, creativity, and innovation in organizations.  In her recent research projects, she has adopted multi-disciplinary and multi-method approach to examining spatial influences on relationships and social order in organizations, and entrepreneurship. Dr. Khazanchi’s work appears in such journals as Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of Operations Management, and Organization Studies. She has served as Associate Editor of the Journal of Organizational Behavior (2017-21).

Dr. Khazanchi has served as the Department Chair of Management at the Saunders College of Business (2016 – 2021) where it has been her vision to grow the department through enhanced and sustained undergraduate and graduate program offerings, high-impact research productivity, faculty and student success, and external outreach efforts.  In her current role, she hopes to create greater opportunities across the Saunders’ ecosystem to engage key stakeholders in the growth and development of our graduate education and research enterprise.

skhazanchi@saunders.rit.edu
585-475-7126

Select Scholarship

Invited Article/Publication
Khazanchi, S., Sprinke, T., Suzanne, M., & Tong, N. (2018). A spatial model of work relationships: The relationship-building and relationship-straining effect of work space design. Academy of Management Review. . .
Sheep, M., Fairhurst, G., & Khazanchi, S. (2015). Knots in the discourse of innovation: Investigating multiple tensions in a reacquired spin-off. Organization Studies. . .
Byron, K., & Khazanchi, S. (2012). Rewards and creative performance: A meta-analytic test of theoretically derived hypotheses. Psychological Bulletin. . .
Byron, K., & Khazanchi, S. (2011). A meta-analytic investigation of the relationship between anxiety and creative performance.. Personality and Social Psychology Bulletin. 37. .
Khazanchi, S., & Masterson, S. (2011). Who and what is fair matters: A multi-foci social exchange model of creativity.. Journal of Organizational Behavior. 32. .
Byron, K., Khazanchi, S., & Nazarian, D. (2010). The relationship between stressors and creativity: A meta-analysis examining competing theoretical models. Journal of Applied Psychology. 95. 201-212.
Khazanchi, S., Hollensbe, E., & Masterson, S. (2008). How Do I Assess if My Supervisor and Organization are Fair? Identifying the Rules Underlying Entity-Based Justice Perceptions. Academy of Management Journal. 51. 1099-1116.
Khazanchi, S., Lewis, M., & Boyer, K. (2007). Innovation-Supportive Culture: The Impact of Values on Process Innovation.. Journal of Operations Management. . .
Invited Keynote/Presentation
Khazanchi, S., (2015). Pursuing meaning in the work: The double bind of calling. Academy of Management.
Sheep, M., & Khazanchi, S. (2014). The Double-bind of calling among artists. European Group for Organizational Studies, EGOS.
Khazanchi, S., & Ghitulescu, B. (2014). Knots in the discourse of Innovation: Investigating multiple tensions in a reacquired spin-offs. European Group for Organizational Studies, EGOS.
Khazanchi, S., Sheep, M., & Lewis, M. (2013). Creativity as paradox: Novelty-usefulness tensions in idea evaluation.. European Group of Organization Stuied (EGOS).
Khazanchi, S., & Ghitulescu, B. (2010). Understanding creative processes: Creative tensions and strategies to overcome them.. Academy of Management Annual Meeting.
Byron, K., & Khazanchi, S. (2010). When and how rewards increase creative performance: A theoretically-driven meta-analysis.. Academy of Management Annual Meeting.
Sheep, M., Fairhurst, G., & Khazanchi, S. (2010). Knots, Wickedness, and Spiral Death: Making sense of creativity tensions following an acquisition. Academy of Management Annual Meeting.
Khazanchi, S., & Ghitulescu, B. (2009). Unraveling the proactive processes underlying creativity: A study of creative workers. Academy of Management Meeting.
Khazanchi, S., & Bryon, K. (2009). A meta-analytic investigation of the relationship between anxiety and creative performance. Academy of Management.
Khazanchi, S., (2008). The relationship between stressors and creativity: A meta-analysis examining competing theoretical models. Academy of Management Meeting.
Khazanchi, S., (2008). Creativity in the Printing Industry. Sloan Industry Studies Conference.
Khazanchi, S., Slay, H., & Sheep, M. (2008). What has 'who we are' got to do with 'how creative I am'. Academy of Management.
Khazanchi, S., (2007). Creativity During Change. Academy of Management Meeting.
Khazanchi, S., (2007). Emotions and role congruence. Society of Industrial Organizational Psychology Conference.
Khazanchi, S., (2006). A Social Exchange model of Creativity. Academy of Management Meeting.
Khazanchi, S., & Masterson, S. (2005). Social exchange and politics: Positive effects of politics on creativity. Academy of Management Meeting.
Khazanchi, S., (2004). Heuristics as a Source of Fairness Perceptions. Society of Industrial Organizational Psychology.
Khazanchi, S., Hololensbe, E., & Masterson, S. (2004). Emotion Ambivalence in New Job Entrants: Responses to Fair and Unfair Events. Academy of Management Meeting.
Khazanchi, S., Lewis, M., & Boyer, K. (2003). Innovation-Supportive Culture: The Impact of Values on Process Innovation. Academy of Management Meeting.
Full Length Book
(2013). Oxford Handbook of Creativity, Innovation, and Entrepreneurship. Khazanchi, S., & Byron, K.
(2010). Blackwell Encylopedia of Technology and Innovation Management. Khazanchi, K., & Ettlie, J.
Book Chapter
(2013). Rewards' Relationship to Creativity, Innovation, and Entrepreneurship. Oxford Handbook of Creativity, Innovation, and Entrepreneurship. Khazanchi, S., & Byron, K.
(2010). Process Innovation: Operations Technology Management. Blackwell Encylopedia of Technology and Innovation Management. Khazanchi, K., & Ettlie, J.

Currently Teaching

MGMT-740
Leading Teams in Organizations
3 Credits
This course examines why people behave as they do in organizations and what managers can do to improve organizational performance by influencing people's behavior. Students will learn a number of frameworks for diagnosing and dealing with managerial challenges dynamics at the individual, group and organizational level. Topics include leadership, motivation, team building, conflict, organizational change, cultures, decision making, and ethical leadership.
MGMT-755
Negotiations
3 Credits
This course is designed to teach the art and science of negotiation so that one can negotiate successfully in a variety of settings, within one's day-to-day experiences and, especially, within the broad spectrum of negotiation problems faced by managers and other professionals. Individual class sessions will explore the many ways that people think about and practice negotiation skills and strategies in a variety of contexts.
MGMT-805
Current Topics Seminar
2 Credits
Current topics seminars offer an in-depth examination of current events, issues and problems. Specific topics will vary depending upon student and faculty interest and on recent events in the business world. Seminar topics for a specific semester will be announced prior to the course offering. (topic-dependent)
MGMT-850
Negotiations and Decision-making
2 Credits
This course is designed to teach the art and science of negotiation so that one can negotiate successfully in a variety of settings, in day-to-day experiences and, especially, within the broad spectrum of negotiation problems faced by managers and other professionals. Individual class sessions will explore the many ways that people think about and practice negotiations skills and strategies in a variety of contexts. Special emphasis will be on decision-making biases that are often inherent in any negotiation setting and compromise the quality of negotiated agreements.

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