Specialization: Managerial Decision Making
Department of Public Administration & Policy email@example.com
About Professor Rohrbaugh
John Rohrbaugh earned his PhD in social psychology at the University of Colorado and currently serves as full professor in the Department of Public Administration and Policy. Professor Rohrbaugh's research has focused on the problem-solving processes of management groups, executive teams, and expert task forces in an effort to identify methods that would improve both the efficiency and effectiveness of organizational decision making. His work, ranging from brief laboratory studies to a 10-year demonstration project in a field setting, has been published as articles in over 30 different journals and as chapters in nearly as many books. As a consultant and facilitator, Professor Rohrbaugh has worked with over 35 agencies of federal and state government in the United States, as well as participating on project teams working with governments in Chile, Egypt, Somalia, Lebanon, and Hungary. From 2003-2006 he served the University at Albany as Director of the Office of International Education.
Shim D. C., and Rohrbaugh, J. "An Explanation of Differences between Government Offices in Employees' Organizational Citizenship Behavior." Public Management Review,2014, 16, 807-829.
Hassan, S., and Rohrbaugh, J. "Variability in the Organizational Climate of Government Offices and Affective Organizational Commitment." Public Management Review, 2012,14, 563-584
Hassan, S., and Rohrbaugh, J. "Value Knowledge Management for Multi-party Conflicts: An Example of Process Structuring." In A. Fred, J.L.G. Dietz, K. Liu, and J. Filipe (eds.),Knowledge Discovery, Knowledge Engineering, and Knowledge Management. Berlin: Springer Verlag, 2011.
Hassan, S., and Rohrbaugh, J. “Psychological Climate and Affective Commitment in Public Agencies: An Empirical Assessment for Three Occupational Groups.” International Public Management Journal, 2011, 14, 27-62.
Shim D. C., and Rohrbaugh, J. “Government Career Commitment and the Shaping of Work Environment Perceptions.” American Review of Public Administration, 2011, 41, 263-284.
Hassan, S., and Rohrbaugh, J. “Incongruity in 360-Degree Feedback Ratings and Competing Managerial Values: Evidence from a Public Agency Setting.” International Public Management Journal, 2009, 12, 421-449.
Schuman, S., and Rohrbaugh, J. “Working with Difficult Groups: A Conceptual Framework.” In S. Schuman (ed.), Working with Difficult Groups. San Francisco: Jossey-Bass, 2009.
Zagonel, A. A., and Rohrbaugh, J. “Using Group Model Building to Inform Public Policy Making and Implementation.” In H. Qudrat-Ullah, J. M. Spector, and P. Davidson (eds.), Complex Decision Making: Theory and Practice. New York: Springer, 2007.
Rohrbaugh, J. “Competing Values: Assessing the Effectiveness of Group Facilitation.” In S. Schuman (ed.), The IAF Group Facilitation Handbook. San Francisco: Jossey-Bass, 2005.
Poole, M. S., Hollingshead, A. B., McGrath, J. E., Moreland, R. L., and Rohrbaugh, J. “Interdisciplinary Perspectives on Small Groups.” Small Group Research, 2004, 35, 3-16. Also reprinted in M. S. Poole and A. B. Hollingshead (eds.), Theories of Small Groups: Interdisciplinary Perspectives. Thousand Oaks, CA: Sage, 2005.
Schuman, S., and Rohrbaugh, J. “Four What Ifs? Evaluation of Alternative Technologies for the Destruction of Chemical Weapons.” Journal of Policy Analysis and Management, 2004, 23, 901-908.