I am a research fellow in the joint PhD program of VU Amsterdam and Jacobs University Bremen. I hold a Master’s degree in Corporate Management and Economics from Zeppelin University Friedrichshafen and a Bachelor’s Degree in Business Psychology from Ruhr-University Bochum, Germany. During my PhD, I have been a visiting scholar at the University of Western Australia’s Business School and at the Singapore Management University’s Business School. I started working with Daniel Balliet in February 2014, and ever since then we focused on developing a scale that measures how individuals perceive their interdependence with others in social situations.
RESEARCH INTERESTS AND PROJECTS
Development of a Situational Interdependence Scale (with Daniel Balliet and Reinout de Vries)
Several disciplines across the social sciences have claimed that how people understand their interdependence with others can shape behavior in social interactions. Yet, little is known about how people think about their interdependence with others within situations and no model or measurement has been guiding empirical research on this topic. In this project, we aim to make both a theoretical and methodological contribution to understanding how people think about their interdependence with others. Based on Interdependence Theory, we conduct a number of studies to test a multidimensional model of how people think about their interdependence with others in a situation. We work on developing and validating a multidimensional measure of subjective outcome interdependence in a situation – the Situational Interdependence Scale (SIS). Furthermore, we want to show how the SIS can help researchers and practitioners to better understand how people think about social situations encountered in close relationships, organizations, and society.
Cooperation, learning and performance in diverse teams (with Nale Lehmann-Willenbrock and Sven Voelpel)
Work teams in organizations have become increasingly diverse due to pivotal changes such as demographic shifts, globalization, interconnectedness, and cross-functional work teams. Yet, diversity can be viewed as a double-edged sword that can have positive or negative effects on cooperation, learning and performance, depending on a number of contextual factors. Using qualitative and quantitative methods in laboratory and field studies, we investigate the processes and boundary conditions of the relationship between different diversity attributes and cooperation, learning and performance in organizational teams.
- Gerpott, F., Balliet, D., & de Vries, R. (under review). How Do People Think About Interdependence? Testing a Multidimensional Model of Subjective Outcome Interdependence.
- Gerpott, F., Lehmann-Willenbrock, N., Wenzel, R., & Voelpel, S. C. (under review). Age-Diverse Training Groups: How Knowledge Sharing And Psychological Safety Climate Promote Learning Outcomes.
- Gerpott, F., Lehmann-Willenbrock, N., & Voelpel, S. C. (revise & resubmit, Academy of Management Learning & Education). A Phase Model of Intergenerational Learning in Organizations.