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Industrial Relations scholars have argued that labor-management partnerships influence union leaders’ communication patterns within organizations. To date, however, these arguments have lacked theoretical clarity, as well as strong empirical support.

Dr. McCarthy addresses this gap by developing and testing hypotheses that concern how the emergence of labor-management partnerships shape union leaders’ communication patterns within and between worksites, as well as how these communications patterns associate with frontline workers’ attitudes about their jobs and their union leader. He tests his hypotheses using multi-source, multi-year data from the context of U.S. public schools.

About the Presenter

Dr. John McCarthy is an assistant professor of labor relations, law, and history at Cornell University's ILR School.

Undertaken in the context of U.S. public schools, his research focuses on how empowering workplace institutions – including labor-management partnerships – affects social networks within and between organizations, and shapes outcomes such as employee well-being, turnover, and performance.

Dr. McCarthy's research appears or is forthcoming in leading peer-reviewed journals, including ILR Review, British Journal of Industrial Relations, Industrial Relations, Journal of Applied Psychology, and Personnel Psychology.

Dr. McCarthy received his doctorate from the School of Management and Labor Relations at Rutgers University. He was also a Northrop Grumman Research Fellow at The Wharton School and a Postdoctoral Fellow at MIT's Sloan School of Management.