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Beth Humberd


image of Beth Humberd
Beth HumberdAssistant Professor

Research Interests

Dr. Humberd conducts research in the areas of gender and diversity in organizations, identity development, relational dynamics at work, and the future of work and professions.

Education

  • BS: Business Administration, Babson College - Babson Park, MA
  • MBA: Management, Bentley University, McCallum Graduate School of Business - Waltham, MA
  • MS: Organization Studies, Boston College, Carroll School of Management - Chestnut Hill, MA
  • Ph D: Organization Studies, (2014), Boston College, Carroll School of Management - Chestnut Hill, MA

Biography

Beth Humberd, Ph.D., is an assistant professor of management in the Manning School of Business and a Faculty Associate with the UML Center for Women and Work (CWW).

Dr. Humberd began her professional career in the financial advisory services consulting practice at PricewaterhouseCoopers. She then spent six years working in a variety of corporate finance roles at Boston Scientific Corporation, experiencing the challenges the company went through after making the largest medical device acquisition in history. Dr. Humberd left industry to pursue academic interests, receiving her Ph.D. in Organization Studies from the Carroll School of Management at Boston College in 2014. She currently teaches organizational behavior courses to undergraduates and graduate students.

Her scholarly research examines how individuals experience their work and non-work identities amidst broader societal and organizational shifts, as well as how social dynamics in organizations shape important individual and organizational outcomes. Dr. Humberd’s work has been published in top academic journals such as Academy of Management Review, Human Resource Management, MIT Sloan Management Review, and Harvard Business Review, and has been featured in many popular press outlets, such as Time, Forbes, and the Wall Street Journal.

Selected Publications

  • Clair, J.A., Humberd, B., Rouse, E.D., Jones, E.B. (2019). Loosening Categorical Thinking: Extending the Terrain of Theory and Research on Demographic Identities in Organizations. Academy of Management Review, 44(3) 592 - 617.
  • Latham, S.F., Humberd, B. (2018). Four Ways Jobs Will Respond to Automation. MIT Sloan Management Review, (online first).
  • Ladge, J.J., Humberd, B., Eddleston, K. (2018). Retaining Professionally-Employed New Mothers: The Importance of Maternal Confidence to Their Intent to Stay. Human Resource Management, 57(4) 855-868.
  • Humberd, B., Rouse, E.D. (2016). Seeing you in me and me in you: Personal identification in the phases of mentoring relationships. Academy of Management Review, 41(3) 435–455.
  • Ladge, J.J., Humberd, B., McNett, J. (2016). The Other Half: Views of Fatherhood in the Organization (pp. 267–285). Springer International Publishing
  • Harrington, B., Humberd, B., Van Deusen, F. (2016). Work–Family Issues for Men (pp. 441). Oxford University Press
  • Clair, J.A., Jones, K., King, E., Humberd, B. (2016). The Right & Wrong Way to Help Pregnant Workers. Harvard Business Review
  • Humberd, B., Clair, J.A., Creary, S.J. (2015). In our own backyard: when a less inclusive community challenges organizational inclusion. Equality, Diversity and Inclusion: An International Journal, 34(5) 395–421.
  • Humberd, B., Ladge, J.J., Harrington, B. (2015). The “new” dad: Navigating fathering identity within organizational contexts. Journal of Business and Psychology, 30(2) 249–266.
  • Ladge, J.J., Humberd, B., Watkins, M.B., Harrington, B. (2015). Updating the organization MAN: An examination of involved fathering in the workplace. The Academy of Management Perspectives, 29(1) 152–171.
  • Clair, J.A., Humberd, B., Caruso, H.M., Roberts, L.M. (2012). Marginal memberships: Psychological effects of identity ambiguity on professionals who are demographically different from the majority. Organizational Psychology Review, 2(1) 71–93.
  • Stewart, M.M., Crary, M., Humberd, B. (2008). Teaching value in diversity: On the folly of espousing inclusion, while practicing exclusion. Academy of Management Learning & Education, 7(3) 374–386.