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CELIA MOORE

CELIA MOORE
Associate Professor - L 230/05
Department of Management and Technology

Courses a.y. 2017/2018

11559 STRUCTURING AND MANAGING THE VALUE-CHAIN
20172 SEMINAR ON COLLABORATIVE COMPETENCES
20523 LEADERSHIP AND POWER
40113 ORGANIZATIONAL BEHAVIOUR

Courses previous a.y.


Biographical note

Celia Moore joined Bocconi as Associate Professor in 2016, prior to which she was on the faculty at London Business School for nine years. Her research focuses on how organizations facilitate morally problematic behavior. Her work has appeared in leading journals including Academy of Management Journal, Academy of Management Annals, Journal of Applied Psychology, and Journal of Personality and Social Psychology.

She is an Academic Fellow of the Ethics and Compliance Initiative, and sits on the UK’s Banking Standards Board Assessment Steering Committee. Her work has been featured in the Financial Times, Wall Street Journal, Forbes, and Fast Company, as well as on NPR, the CBC, and the BBC. She has worked with several organizations on integrity in business, including the Institute of Chartered Accountants of England and Wales (London, UK), the International Anti-Corruption Academy (Vienna, Austria), and the Brookings Institute (Washington, DC).


Academic CV


2016-present: Associate Professor, Bocconi University
2007-2016: Assistant Professor, London Business School, UK
2011-2012: Residential Fellow, Edmond J. Safra Center for Ethics, Harvard University
2011: Visiting Scholar, Organizational Behavior Group, Harvard Business School
2008: Ph.D., Rotman School of Management, University of Toronto
2005-2007: Lecturer, Rotman School of Management, University of Toronto
1999: M.P.A., Columbia University, New York
1995: B.A. (Philosophy), McGill University, Montreal, Canada


Research areas

Behavioral ethics, organizational misconduct


Selected publications

  • Derfler-Rozin, R., Moore, C., & Staats, B. (in press). Reducing rule breaking through task variety: How task design supports deliberative thinking. Organization Science.
  • Stuart, H. C., & Moore, C. (in press). Shady characters: The implications of illicit organizational roles for resilient team performance. Academy of Management Journal.
  • Moore, C., & Pierce, L. (2016). Reactance to transgressors: Why authorities deliver harsher penalties when the social context elicits expectations of leniency. Frontiers in Psychology, 7(550), 1-17.
  • Moore, C. (2015). Moral disengagement. Current Opinion in Psychology, 6, 199-204.
  • Moore, C., & Gino F. (2015) Approach, ability, aftermath: A psychological process model to understand unethical behavior at work. Academy of Management Annals, 9, 235-289.
  • Oç, B., Bashshur, M., & Moore, C. (2015). Speaking truth to power: The effect of candid feedback on how individuals with power allocate resources. Journal of Applied Psychology, 100, 450-463.
  • Moore, C., & Tenbrunsel, A. E. (2014). Just think about it? Cognitive complexity and moral choice. Organizational Behavior and Human Decision Processes, 123, 138-149.
  • Moore, C., & Gino, F. (2013). Ethically adrift: How others pull our moral compass from True North, and how we can fix it. Research in Organizational Behavior, 33, 53-77.
  • Ruedy, N., Moore, C., Gino, F., & Schweitzer, M. (2013). Cheater’s high? The unexpected affective benefits of unethical behavior. Journal of Personality and Social Psychology, 105, 531-548.
  • Moore, C., Detert, J. R., Treviño, L. K., Baker, V. L., & Mayer, D. M. (2012). Why employees do bad things: Moral disengagement and unethical organizational behavior. Personnel Psychology, 65, 1-48. *Finalist for best paper in Personnel Psychology, 2012