Judith White

• Ph.D., Social Psychology, Harvard University, 1998
• J.D., Yale University, 1986
• B.A., High Honors, Economics, Indiana University, 1983

• Teaching Professor of Business Administration, University of Illinois at Urbana-Champaign, 2019 to present
• Clinical Professor of Management, Tuck School of Business, Dartmouth College, 2013-2019
• Assistant/Associate Professor of Management, Tuck School of Business, Dartmouth College, 2001-2013
• Postdoctoral Fellow, Dispute Resolution Research Center, Kellogg Graduate School of Business, Northwestern University, 1999-2001

• White, J. (2008). Fail or flourish? Cognitive appraisal moderates the effect of solo status on performance. Personality and Social Psychology Bulletin, 34 (9), 1171-1184.  link >
• White, J. (2008). Self-other similarity judgment asymmetries reverse for people to whom you want to be similar. Journal of Experimental Social Psychology, 44 (1), 127-131.  link >
• Galinsky, A., Maddux, W., Gilin, D., & White, J. (2008). Why it pays to get inside the head of your opponent - The differential effects of perspective taking and empathy in negotiations. Psychological Science, 19 (4), 378-384.

• Specialized Faculty Grant, Business Administration Department, Gies College of Business, 2021-2022

Organizational behavior, negotiation and conflict resolution, groups and teams

Negotiation, group dynamics

• Mgmt and Organizational Beh (BADM 310) General analysis of management and organizational behavior from a systems point of view, including classical organizational theory and management, organizational behavior, and management science; environmental forces; planning, organizing, and control processes; motivation, incentives, leadership, communication, and interpersonal relations; and discussion of production and decision-making and mathematical models.

• Leading Negotiations (BADM 314) Aims to advance students' ability to negotiate formal and informal business agreements and resolve conflicts effectively. Because leaders depend on others to accomplish goals, leaders need to be skilled negotiators to generate solution that are acceptable, valuable, and able to be implemented. Students will engage in a series of negotiations that provide practice and impart a framework for planning for, conducting, and analyzing negotiations.

• Business Dynamics (BUS 201) Introduces College of Business sophomores to the primary functional areas of business and how each functional area relates to comprise a business system. Students will engage in a dynamic simulation to develop an understanding of the interdependencies between the functional areas. The course will also highlight and continue to develop the teamwork and leadership skills required of successful managers.