<h2>Jo Ellen Moore, Ph.D.</h2>
<h3>Research Publications</h3>
<p>Ply, Janet, Moore, Jo Ellen, Williams, Clay K., and Thatcher, Jason. IS Employee Attitudes and Perceptions at Varying Levels of Software Process Maturity. Forthcoming at <em>MIS Quarterly</em>.</p>
<p>Moore, Jo Ellen, and Love, Mary Sue (2011). An Examination of Prestigious Stigma: The Case of the Technology Geek. <em>International Journal of Social and Organizational Dynamics in IT</em>, 1(2), 1-25. </p>
<p>Moore, Jo Ellen, and Williams, Clay (2011). Selection: The Crux of IT HR Management. In Jerry Luftman (Ed.), <em>Managing IT Human Resources: Considerations for Organizations and Personnel</em>, Hershey, PA: IGI Global, pp. 46-65.</p>
<p>Moore, Jo Ellen (2010). When Projects Bump into Reality. <em>Cutter Benchmark Review</em>, 10(4), 5-9.</p>
<p>Riemenschneider, C.K., Armstrong, D.J., and Moore, J.E. (2009). Meeting the Demand for IT Workers: A Call for Research. <em>European Journal of Information Systems,</em> 18, 458-461.</p>
<p>Moore, Jo Ellen, and Love, Mary Sue (2008). Geeks and Non-Geeks Working Together: A Winning Playbook! <em>Cutter Benchmark Review</em>, 8(10), 5-11.</p>
<p>Agarwal, R., Brown, C.V., Ferratt, T., and Moore, J.E. (2006). Five Mindsets for Retaining IT Staff. <em>MIS Quarterly Executive</em>, 5(3), 137-150.</p>
<p>Moore, Jo Ellen, Burke, Lisa A., and Yager, Susan E. (2006). Fire Fighting Gone Wrong: The Overuse of Reactive Management in IT. In F. Niederman and T. Ferratt (Eds.), <em>IT Workers: Human Capital issues in a Knowledge-Based Environment</em>, a volume in Research in Human Resource Management, 45-67. Greenwich, Connecticut: Information Age Publishing.</p>
<p>Ferratt, T., Agarwal, R., Brown, C.V., and Moore, J.E. (2005). IT Human Resource Management Configurations and Effectiveness in Achieving Ideal Turnover: Theoretic Synthesis and Empirical Analysis. <em>Information Systems Research</em>, 16(3), 237-255.</p>
<p>Moore, Jo Ellen, and Love, Mary Sue (2005). IT Professionals as Organizational Citizens. <em>Communications of the ACM</em>, 48(6), 88-93.</p>
<p>Moore, J.E., and Burke, L.A. (2005). Limited-Perspective Bias in Technology Projects. In M. Khosrow-Pour (Ed.), <em>Encyclopedia of Information Science and Technology</em>, 1850-1853, Hershey, PA: Idea Group, Inc.</p>
<p>Moore, Jo Ellen, and Burke, Lisa A. (2004). Managing Limited-Perspective Bias in IT. In M. Igbaria and C. Shayo (Eds.), <em>Strategies for Managing IS/IT Personnel</em>, 248-263. Hershey PA: Idea Group Publishing.</p>
<p>Moore, Jo Ellen, and Burke, Lisa A. (2004). Reluctance to Report Reality in Troubled Technology Projects. In M. Igbaria and C. Shayo (Eds.), <em>Strategies for Managing IS/IT Personnel</em>, 282-299. Hershey PA: Idea Group Publishing.</p>
<p>Burke, Lisa A., and Moore, Jo Ellen (2004). Turnover Culture: Toward Understanding the Problem of Retaining Technology Professionals. In Jon Beard (Ed.), <em>Managing Impressions with Information Technology</em>, 55-71, Westport, Conn.: Praeger.</p>
<p>Burke, Lisa A., and Moore, Jo Ellen (2003). A Perennial Dilemma in Organizational Behavior Education: Engaging the Traditional Student. <em>Academy of Management Learning & Education</em>, 2(1), 37-52.</p>
<p>Moore, Jo Ellen, and Burke, Lisa A. (2002). How to Turn Around ‘Turnover Culture’ in IT. <em>Communications of the ACM</em>, 45(2), 73-78.</p>
<p>Powell, Anne, and Moore, Jo Ellen (2002). The Focus of Research in End User Computing: Where Have We Come Since the 1980's? <em>Journal of End User Computing</em>, 14(1), 3-22.</p>
<p>Niederman, Fred, Moore, Jo Ellen, and Yager, Susan E. (2002). A View from the SIGCPR Conference: What Have We Learned In This Decade? <em>Computer Personnel</em>, 20(4), 75-92.</p>
<p>Moore, Jo Ellen, Yager, Susan E., Sumner, Mary, and Crow, Galen B. (2001). Facilitating Career Changes into IT. <em>Communications of the ACM</em>, 44(7), 70-73.</p>
<p>Moore, Jo Ellen (2000). One Road to Turnover: An Examination of Work Exhaustion in Technology Professionals. <em>MIS Quarterly</em>, 24(1), 141-168.</p>
<p>Moore, Jo Ellen (2000). Why Is This Happening? A Causal Attribution Approach to Work Exhaustion Consequences. <em>Academy of Management Review</em>, 25(2), 335-349.</p>
<p>Burke, Lisa A., and Moore, Jo Ellen (2000). The Reverberating Effects of Job Rotation: A Theoretical Exploration of Nonrotaters’ Fairness Perceptions. <em>Human Resource Management Review</em>, 10(2), 1-27.</p>
<p>Burke, Lisa A., and Moore, Jo Ellen (1999). Contemporary Satire of Corporate Managers: Time to Cut the Boss Some Slack? <em>Business Horizons</em>, July-August 1999, 63-67.</p>
<p>Moore, Jo Ellen (1999). Are You Burning Out Valuable Human Resources? <em>HR Magazine</em>, January 1999, 93-97.</p>
<p>Urbaczewski, Andrew, and Moore, Jo Ellen (1999). Setting Up To Fail: The Case Of Midwest MBA. <em>Annals of Cases on IT Applications and Management in Organizations</em>, 1, 143-148.</p>
<p>Moore, Jo Ellen (1998). An Empirical Test of the Relationship of Causal Attribution to Work Exhaustion Consequences. In M.A. Rahim, R.T. Golembiewski, & C.C. Lundberg (Eds.), <em>Current Topics in Management</em>, Vol. 3, 49 67. Greenwich, CT: JAI Press.</p>
<p>Moore, Jo Ellen (1997). The Application of Job Rotation in End User Computing: Toward a Model for Research and Practice. <em>Journal of End User Computing</em>, Winter 1997, 4 13.</p>
<p>Insch, Gary S., Moore, Jo Ellen, and Murphy, Lisa D. (1997). Content Analysis in Leadership Research: Examples, Procedures, and Suggestions for Future Use. <em>Leadership Quarterly</em>, 8, 1 25.</p>