Bio


Melissa Valentine is an Assistant Professor at Stanford University in the Management Science and Engineering Department, and co-director of the Center for Work, Technology, and Organization (WTO).

Prof Valentine's research focuses on understanding how new technologies change work and organizations. She conducts in-depth observational studies to develop new understanding about new forms of organizing. Her work makes contributions to understanding classic and longstanding challenges in designing groups and organizations (e.g., the role of hierarchy, how to implement change, team stability vs. flexibility) but also brings in deep knowledge of how the rise of information technology has made possible new and different team and organizational forms. Her most recent study examined how the deployment of new algorithms changed the organizational structure of a retail tech company.

Prof. Valentine has won awards for both research and teaching. She and collaborators won a Best Paper Award at the CHI Conference on Human Factors in Computing Systems and the Outstanding Paper with Practical Implications award from the Organizational Behavior division of the Academy of Management. In 2013, she won the Organization Science/INFORMS dissertation proposal competition and received her PhD from Harvard University.

Academic Appointments


  • Assistant Professor, Management Science and Engineering

Honors & Awards


  • Best Paper Award, SIGCHI Conference on Human Factors in Computing Systems (2017)
  • Graduate Teaching Award, Stanford Management Science & Engineering (2015)
  • Hellman Faculty Scholar, Stanford University (2014)
  • Winner, Dissertation Competition, INFORMS/Organization Science (2012)
  • Wyss Award for Excellence in Doctoral Research, Harvard Business School (2013)
  • Outstanding Paper with Practical Implications, Academy of Management (2012)
  • Susan Cohen Award for Doctoral Research, Center for Effective Organizations (2010)

Current Research and Scholarly Interests


Melissa Valentine is an Assistant Professor at Stanford University in the Management Science and Engineering Department, and co-director of the Center for Work, Technology, and Organization (WTO).

Prof Valentine's research focuses on understanding how new technologies change work and organizations. She conducts in-depth observational studies to develop new understanding about new forms of organizing. Her work makes contributions to understanding classic and longstanding challenges in designing groups and organizations (e.g., the role of hierarchy, how to implement change, team stability vs. flexibility) but also brings in deep knowledge of how the rise of information technology has made possible new and different team and organizational forms. Her most recent study examined how the deployment of new algorithms changed the organizational structure of a retail tech company.

Prof. Valentine has won awards for both research and teaching. She and collaborators won a Best Paper Award at the CHI Conference on Human Factors in Computing Systems and the Outstanding Paper with Practical Implications award from the Organizational Behavior division of the Academy of Management. In 2013, she won the Organization Science/INFORMS dissertation proposal competition and received her PhD from Harvard University.

All Publications


  • Renegotiating Spheres of Obligation: The Role of Hierarchy in Organizational Learning ADMINISTRATIVE SCIENCE QUARTERLY Valentine, M. 2017

    View details for DOI 10.1177/0001839217718547

  • WHEN EQUITY SEEMS UNFAIR: THE ROLE OF JUSTICE ENFORCEABILITY IN TEMPORARY TEAM COORDINATION ACADEMY OF MANAGEMENT JOURNAL Valentine, M. 2018; 61 (6): 2081–2105
  • Team Scaffolds: How Mesolevel Structures Enable Role-Based Coordination in Temporary Groups ORGANIZATION SCIENCE Valentine, M. A., Edmondson, A. C. 2015; 26 (2): 405-422
  • Expert crowdsourcing with flash teams ACM User Interface Software and Technology Symposium Retelny, D., Robaszkiewisz, S., To, A., Lasecki, W., Patel , J., Rahmati, N., Doshi, T., Valentine, M., Bernstein, M. 2014: 75–85

    View details for DOI 10.1145/2642918.2647409