Professor Karen Jansen

Professor in Leadership

Professor Karen Jansen

Professor Karen Jansen

Research Division Lead, Organisational Behaviour, Leadership and Coaching
Leadership, Organisations and Behaviour
Room EH515, Greenlands Campus
karen.jansen@henley.ac.uk
+44 (0)1491 418 814

Biography

Karen Jansen is a Professor in Leadership at Henley Business School. She has an honorary appointment at the Australian National University and previous positions at the University of Virginia and Penn State University. Her research examines two adaptive processes at the nexus of change and temporal processes: aligning evolving talent with strategic goals and creating and sustaining momentum over the course of strategic or cultural change. Karen is currently exploring how to maintain change engagement across multiple change initiatives simultaneously without leading to change fatigue. In addition to an active research agenda, Professor Jansen serves on the editorial boards of the Journal of Management and the Academy of Management Review. She obtained her undergraduate degree in Mathematics and Computer Science and holds a Masters degree in Education.

Prior to becoming an academic she had a nine-year career at IBM as a systems engineer and was a member of the IBM Information Network, which was the precursor to IBM’s professional services arm.

Karen has consulted and collaborated with military, manufacturing, financial, and professional service organisations to successfully navigate large-scale change, customise strategic vision and change messaging and design well-timed interventions for various stakeholder groups. She has also developed a 'momentum mapping' tool to help organisations manage change-related energy during transformational change.

Programme Delivery

Karen has designed and delivered a variety of executive education programmes, doctoral seminars, and MBA modules. She is currently teaching Leadership and Change and Research Skills in the MBA Programme.

Publications

Selected Journal Articles:

Jansen, K. J. and Shipp, A. J. (2019). Fitting as a temporal sensemaking process: Shifting trajectories and stable themes. Human Relations, 72(7): 1154-1186.

Jansen, K. J., Shipp, A., and Michael, J. H. 2016. Champions, converts, doubters, and defectors: The impact of shifting perceptions on momentum for change, Personnel Psychology, 69(3): 673-707. *Best Paper, ODC Division, Academy of Management Conference, Anaheim, CA.

Klag, M., Jansen, K. J., and Lee, M. D. 2015. Contemplating workplace change: Evolving individual thought processes and emergent story lines. Journal of Applied Behavioral Science, 51(1): 36-70.

Gray, B., Stensaker, I., and Jansen, K. J. 2012. Qualitative challenges for complexifying organisational change research: Context, voice, and time. Journal of Applied Behavioral Science, 48(2): 121-134.

Shipp, A. J., and Jansen, K. J. 2011. Reinterpreting time in fit theory: Crafting and recrafting narratives of fit in medias res. Academy of Management Review, 36(1), 76-101. *Finalist for Best Paper in AMR, 2011.

Nelson, R., and Jansen, K. J. 2009. Mapping and managing momentum in IT projects, MIS Quarterly Executive, 8(3), 141-148.

Gagnon, M. A., Jansen, K. J., and Michael, J. M. 2008. Employee alignment with strategic change: A study of strategy-supportive behavior among blue-collar employees. Journal of Managerial Issues, 20(4), 425-443.

Jansen, K. J., and Kristof-Brown, A. L. 2006. Toward a multidimensional theory of person-environment fit. Journal of Managerial Issues, 18(2), 193-212. *Academy of Management Best Paper Proceedings, San Diego.

Jansen, K. J., and Kristof-Brown, A. L. 2005. Marching to the beat of a different drummer: Examining the impact of pacing congruence. Organizational Behavior and Human Decision Processes, 96, 93-105.

Grandey, A. A., Fisk, G. M., Mattila, A. S., Jansen, K. J., and Sideman, L. A. 2005. Is “Service with a smile” enough? Authenticity of positive displays during service encounters. Organisational Behavior and Human Decision Processes, 96, 38-55.

Jansen, K. J. 2004. From persistence to pursuit: A longitudinal examination of momentum during the early stages of strategic change. Organisation Science, 15(3), 276-294.

Kristof-Brown, A., Jansen, K. J., and Colbert, A. 2002. A policy-capturing study of the simultaneous effects of fit with jobs, groups, and organisations, Journal of Applied Psychology, 87(5), 985-993. *Academy of Management Best Paper Proceedings, Washington, D. C.

Jansen, K. J. 2000. The emerging dynamics of change: Resistance, readiness, and momentum. Human Resource Planning, 23, 53-55.

Book Chapters:

Jansen, K. J., and Shipp, A. J. 2013. A review and agenda for incorporating time in fit research. In A. L. Kristof-Brown and J. Billsberry (Eds.) New Directions in Organizational Fit (pp. 195-221). West Sussex: Wiley Blackwell.

Jansen, K. J., and Hofmann, D. A. 2011. Mapping momentum fluctuations during organizational change: A multi-study validation. In W. Pasmore, R. W. Woodman, and R. Shani (Eds.) Research in Organisational Change and Development, Vol. 19, (pp. 163-189).

Kristof-Brown, A. L., and Jansen, K. J. 2007. Issues of person-organization fit. In C. Ostroff and T. Judge (Eds.) Perspectives on Organisational Fit (pp. 123-154). New York: Erlbaum.

Selected Conference Presentations:

Jansen, K. J., and Zwikael, O. 2017. Implementing transformation change: Challenges and opportunities at the interface. Organiser and presenter, Showcase Symposium at Academy of Management, Atlanta.

Jansen, K. J., and Paine, J. W. 2017. Directing energy in pursuit of change goals: An empirical examination of change engagement. Presented at Academy of Management, Atlanta.

Jansen, K. J., and Paine, J. W. 2017. Change engagement: An empirical examination of its antecedents and effects. Symposium at EAWOP, Dublin.

Jansen, K. J. and Shipp, A. J. 2016. Momentary and enduring fit: Trajectories and themes of congruence at work. Showcase symposium at Academy of Management, Anaheim.

Jansen, K. J., and Paine, J. W. 2015. Emerging debates in organisational change: Engagement, energy, and emotion. Organiser and presenter, Showcase symposium at Academy of Management, Vancouver.

Jansen, K. J., and Shipp, A. J. 2014. It's about time: Building a community of time scholars. Caucus at Academy of Management, Philadelphia.

Jansen, K. J., and Hofmann, D. A. 2011. Mapping momentum fluctuations during organisational change: A multi-study validation. Symposium at Academy of Management, San Antonio.

Jansen, K. J. 2009. Developing the person-environment fit research agenda: Increasing our understanding of fit processes. Chair, symposium at Academy of Management, Chicago.

Jansen, K. J., and Michael, J. H. 2008. Change-based momentum and trajectories: The dynamics of change perceptions. Presented at Academy of Management, Anaheim.

Jansen, K. J. 2008. Energy and thriving at work: Exploring the terrain and developing a network of scholars. Professional Development Workshop at Academy of Management, Anaheim.

Jansen, K. J. 2006. Building momentum and re-energising a profession: An internal branding case study. Presented at Positive Organizational Scholarship Conference, Ann Arbor, MI.

Jansen, K. J. 2004. Energy management: Linking theory to practice. All-Academy symposium presented at Academy of Management, New Orleans.

Jansen, K. J., and Hofmann, D. A. 2003. Change maps: A pictorial method for capturing and analysing longitudinal process data. Symposium presented at SIOP, Orlando.

Jansen, K. J., and Bhaskar, P. 2002. Charting organisational change phenomena over time: The power of pictorial data collection. Presented at Academy of Management, Denver.

Jansen, K. J. 2000. A longitudinal examination of momentum during culture change. Presented at the Academy of Management Annual Meeting, Toronto.

Jansen, K. J. and Neubert, M. J., 2000. Conversations in advancing research on organisational change. Organiser of Showcase symposium with J. Ford, G. Spreitzer, M. Tushman, A. Van de Ven, A., and R. W. Woodman. Presented at Academy of Management, Toronto.

Consulting and Outreach

Karen consults with a variety of organisations and government agencies undergoing transformational change. She speaks internationally on effectively leading and measuring change and has held visiting appointments at several universities.