SESP Faculty

Kimberly Scott

Faculty Profile

Kimberly Scott, associate dean for innovation and program development, is assistant professor and director of the Master’s Program in Learning & Organizational Change (MSLOC) at Northwestern University. She came to Northwestern with over 10 years of management and consulting experience in a variety of mid-sized and Fortune 500 companies. Her work focuses on improving workplace environments and practices that foster employee wellness, learning and success. She has designed and taught courses that include learning and performance improvement, leadership development and change management. As an independent consultant, Scott has designed leadership development and organizational change initiatives in addition to coaching leaders and action learning teams.

Improving workplace environments and practices that foster employee wellness, learning and success; relationships between organizational practices and individual engagement and well-being; transitions of individuals into leadership roles and how learning techniques can be designed to accelerate leadership development.

Lab Affiliations

Foley Center for the Study of Lives

• 2001 – Willliam A. Owens Scholarly Achievement Award, Best Org. Behavior article in IO Psychology
• 1998 – Academy of Management Organizational Behavior Division Award for Best Paper

Scott, Kimberly (2017). An Integrative Framework for Problem-Based Learning and Action Learning: Promoting Evidence-Based Design and Evaluation in Leadership Development. Human Resource Development Review: 3-34.

Scott, K. S., Sorokti, K. H., & Merrell, J. D. (2016). Learning “beyond the classroom” within an enterprise social network system. The Internet and Higher Education: 75-90.

Scott, Kimberly (2014). A multilevel analysis of problem-based learning design characteristics. Interdisciplinary Journal of Problem-based Learning.

Scott, Kimberly (2012). The 8 Ps of healthy workplace design in Benscotter, George and Rothwell, WIlliam, Encyclopedia of Human Resource Management, Critical and Emerging Issues in Human Resources (pp. 137-157). Pfeiffer.

Fulmer, I. S., Gerhart, B. G., & Scott, K. S. (2003). Are the 100 Best Better? An empirical investigation of the relationship between being a “great place to work” and firm performance. Personnel Psychology: 965-993.

Thoms, P., Dose, J., and Scott, K. (2002). The relationship between perceptions of accountability, trust in management, and job satisfaction. Human Resource Development Quarterly.

Thoms, P., Wolper, P., Scott, K., and Jones, D. (2001). The relationship between immediate turnover and employee theft in the restaurant industry. Journal of Business and Psychology.

Greenberg, J. G., Lind, A., Scott, K. S., & Welchans. T (2000). The winding road from employee to complainant: Situational and Psychological Determinants of Wrongful Termination Claims. Administrative Science Quarterly.

Gubman, E. L., & Scott, K. S. (1999). The talent solution for growth. ACA Journal.

Scott, K. S., Moore, K. S., & Miceli, M. P. (1997). An exploration of the meaning and consequences of workaholism.Human Relations Journal.

Thoms, P., Moore, K.S., and Scott, K.S. (1996). The relationship between the Big Five personality dimensions and self-managed work group efficacy. Journal of Organizational Behavior.

Greenberg, J. G., & Scott, K. S. (1996). Why do workers bite the hands that feed them? Employee theft as a social exchange process in B. M. Staw & L. L. Cummings, Research in Organizational Behavior  JAI Press.