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  1. Michael Parke – Management Department. Assistant Professor of Management. Charles W. Evans Distinguished Faculty Scholar. Contact Information. Primary Email: mrparke@wharton.upenn.edu. Office Phone: 215-573-6738. office Address: 2208 SH-DH. 3620 Locust Walk. Philadelphia, PA 19104. Research Interests: employee proactivity, voice, and creativity.

  2. Michael Parke is an Assistant Professor of Management at the Wharton School. Previously, he served as an Assistant Professor of Organizational Behavior at London Business School, where he was voted the Best Teacher by the graduating MBA class.

  3. faculty.wharton.upenn.edu › Michael-Parke_CVMICHAEL R. PARKE

    MICHAEL R. PARKE. The Wharton School, University of Pennsylvania 2208 Steinberg-Dietrich Hall | 3620 Locust Walk | Philadelphia, PA 19104 Email: mrparke@wharton.upenn.edu. ACADEMIC POSITIONS. The Wharton School, University of Pennsylvania.

  4. The role of affect climate in organizational effectiveness. MR Parke, MG Seo. Academy of Management Review 42 (2), 334-360. , 2017. 176. 2017. When daily planning improves employee performance: The importance of planning type, engagement, and interruptions. MR Parke, JM Weinhardt, A Brodsky, S Tangirala, SE DeVoe.

  5. 4 days ago · Michael R. Parke, 38, is Assistant Professor of Management at The Wharton School at University of Pennsylvania. He is also the Charles W. Evans Distinguished Faculty Scholar. Previously, he served as an Assistant Professor of Organizational Behavior at London Business School.

  6. MICHAEL R. PARKE. The Wharton School, University of Pennsylvania Steinberg-Dietrich Hall 3620 Locust Walk Philadelphia, PA 19104 Email: mrparke@wharton.upenn.edu. ACADEMIC POSITIONS. The Wharton School, University of Pennsylvania. Assistant Professor of Management (July 2020-present) London Business School.

  7. Feb 21, 2023 · A recent paper led by Wharton management professor Michael Parke reveals that some of the highest-performing employees intentionally withhold information, ideas, or concerns until the time is right to speak up. Their “strategic silence” is often rewarded by managers who view their voices as more valuable to the organization and the task at hand.

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