The University of Vermont The School of Business Administration |
Personnel Profile
 Rocki-Lee DeWitt, Ph.D.
Professor
Rocki-Lee DeWitt is a Professor of Management in the School of Business at the University of Vermont. She earned her Ph.D. at Columbia University in strategic management, her M.S. at The Ohio State University in agricultural economics and her B.S. in marketing and management at New York University. From 2002 until 2009, Dr. DeWitt served as the Dean of the School of Business Administration at the University of Vermont. As Dean, she lead the reaffirmation of the school's accreditation by AACSB, hired 15 of the school's 27 tenure track faculty, increased the number of endowed faculty fellowships and professorships, and helped build a management development and executive education presence. Prior to her arrival, Dr. DeWitt was the Associate Dean for Professional Masters Programs at the Pennsylvania State University. Dr. DeWitt has received numerous teaching awards and has discussed teaching innovations at multiple national conferences. Her research on downsizing and restructuring has been published in top tier journals. Dr. DeWitt's current research focuses on the evolution of land-based, value-added industries with a special consideration of the role of family businesses in that evolution. Dr. DeWitt has been a member of the Board of Governors of Beta Gamma Sigma. Currently, she is a member of the Board of Directors of Yankee Farm Credit (an ACA), and sits on various community boards including the Lake Champlain Chamber of Commerce and the Greater Burlington Industrial Council.
Publication History
Journal Article, Academic Journal
- Bergh, D. D.; Johnson, R. A.; DeWitt, R. - "Restructuring Through Spin-Off or Sell-Off: Transforming Information Asymmetries Into Financial Gain" (Refereed)
- Strategic Management Journal
- 2008 - v. 29, no. 2, pp. 133-148
[View publication]
[Show/Hide Abstract]
Abstract: The globalization of markets and industries has fundamentally changed the competitive conditions facing firms. Yet, how globalization has influenced the international diversification strategies of firms is an issue largely overlooked in both the strategic management and international business literatures. This paper develops a theoretical framework to understand how industry globalization, foreign competition, and firm product diversification may influence a firm's choice of its degree and scope of international diversification. Utilizing a panel dataset of U.S. manufacturing firms for the period 1987-99, we provide the first empirical evidence that industry globalization and foreign-based competition are statistically significant factors explaining the degree and scope of international diversification by U.S. firms.
- DeWitt, R.; Trevino, L. K.; Mollica, K. A. - "Stuck in the Middle: A Control-Based Model of Managers' Reactions to Their Subordinates' Layoffs" (Refereed)
- Journal of Managerial Issues
- 2003 - v. 15, no. 1, pp. 32-49
[Show/Hide Abstract]
Abstract: Organizational layoffs continue to be pervasive. Research on layoffs has focused on the reactions of layoff "victims," those who are laid off (Leana and Feldman, 1992; Newman, 1988), and "survivors," those who remain in the organization following the layoff (Armstrong-Stassen, 1994; Brockner et al, 1987, 1990, 1992; Noer, 1993). As a result, we now know a great deal about how members of these groups react to layoffs, particularly their reactions to perceived injustice. However, we know little about managers' reactions as a special group of layoff survivors.
- Mollica, K. A.; DeWitt, R. - "When others retire early: What about me?" (Refereed)
- Academy of Management Journal
- 2000 - v. 43, pp. 1068-1075
[View publication]
[Show/Hide Abstract]
Abstract: We studied the reactions of 668 remaining employees who were ineligible for an early retirement program in a large organization. Specifically, we examined the influence of perceptions of caretaking generosity on remaining employees??? turnover intention. In contrast with findings from research on layoff survivors, perceptions of overly generous caretaking in an early retirement program were associated with increased turnover intentions, particularly among more tenured employees.
- DeWitt, R. - "Firm, industry, and strategy influences on choice of downsizing approach" (Refereed)
- Strategic Management Journal
- 1998 - v. 19, pp. 59-79
[Show/Hide Abstract]
Abstract: This study represents a step toward a more sophisticated and grounded understanding of downsizing. The author sharpens the concept of downsizing by identifying and distinguishing among different resource-reduction approaches. Then, drawing upon exit and mobility barrier theory, firm, industry, and strategy influences on choice of downsizing approach are examined. Findings suggest that characteristics of a firm's resources and the resale market for those resources differentially influence broad and focus firms' choice of downsizing approach.
- DeWitt, R.; Trevino, L. K.; Mollica, K. A. - "The influence of eligibility on employees' reactions to voluntary workforce reductions" (Refereed)
- Journal of Management
- 1998 - v. 24, no. 5, pp. 593-613
[View publication]
[Show/Hide Abstract]
Abstract: This study examined employees' reactions to a voluntary sever ance program (VSP). Results generally supported a model that links perceptions of justice-based attributes (adequacy of outplacement help; consistency, objectivity, and ethicality of procedures) with affective commitment and intentions to leave. We also considered the main and moderating effects of a particular voluntary severance outcome, eligi bility. Eligibility was associated with both commitment and turnover intentions, and moderated the effect of perceived adequacy of outplace ment help on turnover intentions, as well as the effect of perceived procedural fairness on commitment. Control variables representing demographics (age), perceived fairness of a previous early retirement program, and anticipation of future layoffs also significantly influenced both outcomes. Implications for future research and for management are discussed.
- Brockner, J.; Wiesnefeld, B.; Stephan, J.; Hurley, R.; Grover, S.; Reed, T.; DeWitt, R.; Martin, C. - "The effects on layoff survivors of their fellow survivors' reactions" (Refereed)
- Journal of Applied Social Psychology
- 1997 - v. 27, pp. 835-863
- DeWitt, R. - "The structural consequences of downsizing" (Refereed)
- Organization Science
- 1993 - v. 4, pp. 30-40
- Brockner, J.; Grover, S.; Reed, T. F.; DeWitt, R. - "Layoffs, job insecurity, and survivors' work effort: Evidence of an inverted-U relationship" (Refereed)
- Academy of Management Journal
- 1992 - v. 35, pp. 413-425
- Brockner, J.; DeWitt, R.; Grover, S.; Reed, T. F. - "When it is especially important to explain why: Factors affecting the relationship between managers" (Refereed)
- Journal of Experimental Social Psychology
- 1990 - v. 26, pp. 389-407
- Brockner, J.; Grover, S.; Reed, T. F.; DeWitt, R.; O'Malley, M. - "Survivors' reactions to layoffs: We get by with a little help for our friends" (Refereed)
- Administrative Science Quarterly
- 1987 - v. 32, no. 4, pp. 526-541
[View publication]
[Show/Hide Abstract]
Abstract: The research reported here used a multimethod approach to investigate the effects on survivors-i.e., the individuals who remain after a layoff has taken place-of their prior identification with and the organization's compensation to those laid off. Based on a justice theory framework, we hypothesized that survivors would exhibit the most negative reactions (from an organizational perspective) when they identified with the layoff victims and when they felt that the victims had not been well compensated. These two independent variables were manipulated in a laboratory study in which work performance served as the dependent variable. A field study was also used to survey employees who had survived a major layoff in their work organization. Included in the survey were measures of the independent variables, as well as the dependent variable: survivors' change in organizational commitment, relative to the pre-layoff period. As expected, survivors reacted most negatively when they identified with layoff victims who were perceived to have been inadequately compensated. The negative reaction took the form of reduced work performance in the lab study and lowered organizational commitment in the field study. Explanations, theoretical and practical implications, and avenues for further research are discussed.
Conference Proceeding
- DeWitt, R. - "Business Ethics in the Academic World" (Refereed)
- Corporate Social Responsibility Workshop
- 2003
- DeWitt, R. - "Building blocks for leadership accomplishment"
- Women's Leadership Conference, Human Resource Development Center
- 2000
Book, Chapter in Scholarly Book-New
- DeWitt, R.; Harrigan, K. R. - "Leveraging Old Economy Fundamentals for the New World"
- Pushing the Digital Frontier
- 2001 - pp. 49-58
- DeWitt, R.; Harrigan, K. R.; Newman, W. H. - "Downsizing strategically" (Refereed)
- Advances in applied business strategy
- 1998 - v. 5, pp. 21-36
, JAI Press
- Thomas, J. B.; DeWitt, R. - "Strategic alignment research and practice: A review and agenda" (Refereed)
- Strategic Alignment in Practice
- 1996 - pp. 385-403
, Oxford University Press
Written Case with Instructional Material
Research Report
- DeWitt, R.; Mollica, K. A.; Trevino, L. K. - "Report to GPU Help Employees Team on GPU Employee Readiness For Change"
- GPU
- 1995
- DeWitt, R.; Vicere, A. A.; Freeman, V. T.; Cavinato, J. L. - "Issues in Rshaping AMC"
- Army Materiel Command
- 1993
Working Paper
- DeWitt, R. - "A stakeholder perspective on restructuring performance"
- 2006
|
|