Staff profile

Jamie is a feminist, editor, author, mentor, activist, and educator.

Her EdD from George Washington University explored systems of emotion in organisational change. Her PhD from Tilburg University addressed issues of power in Critical Human Resource Development (CHRD).

Jamie’s professional and academic expertise is in the field of human resource development (HRD), which couples organisation studies with adult education. Her work as a scholar is deeply informed by critical management studies and critical pedagogy scholars. In 2014, she received the Laura Bierema Excellence in Critical HRD Award in recognition for being one of the first scholars to broaden the scholarly perspectives in HRD to include a critical theory approach. Her research, teaching, practice, and service is consistently grounded in the ethical question of, “In whose interest does this serve?”

The former Editor of Human Resource Development Review and current Co-Editor of International Journal of Management Reviews, Jamie has published extensively in journals including Human Relations, Organization Studies, Academy of Management Learning & Education, Violence Against Women, Human Resource Development Quarterly, and Human Resource Development International. She has also earned numerous research awards, including the Academy of Human Resource Development 2020 Scholar of the Year Award and 2015 Outstanding Book of the Year Award.

Jamie's research applies concepts of adult learning and organisation studies to address issues of power and privilege in relation to marginalised groups' (especially women's) experiences of leadership, learning, emotion management, and organisational contexts. Her practice includes designing and delivering leadership and organisation development programs, facilitating executive meetings, consulting on organisational learning and change, and designing and implementing equality and diversity programs. She has worked with Fortune 500 companies, non-profit organisations and associations, educational institutions, healthcare companies, and more. Her experiences as a US Air Force officer, serving in local level personnel positions and as a Total Quality consultant on the Air Staff in the Pentagon, inform her interests in helping organisations strive towards equity. 

Jamie believes in learner-centred facilitation grounded in the works of adult education leaders such as Myles Horton and Paulo Freire. She believes that students have within them the knowledge and ability to grow and develop. As an educator, her role is not to talk at students, but rather to challenge and support learners in finding and organising knowledge. Following the precepts of John Dewey and Mel Silberman, she structures her taught modules around engaging students in actively exploring and applying concepts presented through assigned readings. She has been a visiting professor in Saudi Arabia, France, England, and Thailand.

Mini-Biography

Jamie joined Durham University Business School in September 2021 after having held professorial posts at Northumbria University and Drexel University. She also held tenure-track positions at Virginia Tech and Texas A&M Universities, earning tenure at Texas A&M in 2006. A USAF veteran, she served as a personnel officer and member of the Pentagon Air Staff Total Quality consultancy team prior to her career in higher education.

Chapter in book

• Callahan-Fabian, J., & Scanlon, P. Implementing strategy in a religious organization: An organizational learning approach. In J. Phillips, & W. Rothwell (Eds.), Linking HRD with organizational strategy. Alexandria, VA: ASTD Press
• Callahan, J. A tale of three dissertations: Experiences of transforming mentored research into an article. In K. Townsend, M. Saunders, R. Loudoun, & E. Morrison (Eds.), How to Keep Your Doctorate on Track: Insights from Students’ and Supervisors’ Experiences. Surrey: Edward Elgar Publishing
• Callahan, J. Organizational learning: A reflective and representative critical issue for HRD. In A. Gilley, J. Callahan, & L. Bierema (Eds.), Critical issues in human resource development. Cambridge, MA: Perseus Publishers
• Callahan, J., & Connor, G. The competing interests of paradigm and praxis in critical HRD research: Incorporating quantitative methods to enact critical practice. In M. Saunders, & P. Tosey (Eds.), Handbook of HRD Research Methods. Surrey: Edward Elgar Publishing
• Callahan, J. Managing the emotions of leadership: To have, to create….to manipulate?. In M. Lee (Ed.), HRD as WE know it: Speeches that have shaped and developed the field of HRD. New York: Routledge Publishers
• Callahan, J. Power, control, and gender: Training as catalyst for dysfunctional behavior at the United States Air Force Academy. In M. Karsten (Ed.), Gender, race, and ethnicity in the workplace: Issues and challenges for today’s organization. Westport, CT: Praeger Publishers
• Callahan, J. Breaking the cult of rationality: Mindful awareness of emotion in the critical theory classroom. In R. St. Clair, & J. Sandlin (Eds.), New Directions in Adult and Continuing Education
• Callahan, J., & McCollum, E. Obscured variability: The distinction between emotion work and emotional labor. In N. Ashkanasy, W. Zerbe, & C. Hartel (Eds.), Managing emotions in the workplace. Armonk, NY: M. E. Sharpe Publications
• Callahan, J., & Gračanin, D. (in press). Emotion management in a complex world: Providing clarity through visualization?. In M. Lee (Ed.), HRD in a complex world. Routledge
• Collective, T. K. (2021). Micro-activism and wellbeing in organisational life: 1,000s of snowflakes and the potential avalanche. In T. Wall, C. Cooper, & P. Brough (Eds.), The SAGE Handbook of Organisational Wellbeing (542-556). SAGE Publications. https://doi.org/10.4135/9781529757187.n35
• Gatto, M., & Callahan, J. (2021). Exposing interpellation with dystopian fiction: a critical discourse analysis technique to disrupt hegemonic masculinity. In V. Stead, C. Elliott, & S. Mavin (Eds.), Handbook of Research Methods in Gender and Management. Edward Elgar Publishing

Edited book

• Gilley, A., Callahan, J., & Bierema, L. (Eds.). Critical issues in human resource development. Cambridge, MA: Perseus Publishers
• Callahan, J., Stewart, J., Trehan, K., Sambrook, S., & Rigg, C. (Eds.). Realising Critical HRD: Stories of Reflecting, Voicing, and Enacting Critical Practice. (Academy of Human Resource Development R. Wayne Pace Outstanding HRD Book of the Year Award). Cambridge, UK: Cambridge Scholars Publishing

Journal Article

• Cook, C., Callahan, J. L., Pollet, T. V., & Elliot, C. (online). Gender(ed) performances: Women’s impression management in stand-up comedy. Human Relations, https://doi.org/10.1177/00187267221137996
• Woodhams, C., Metcalfe, B., & Callahan, J. (online). Advancements in gender, diversity, and management theorizing. [Special journal issue]. International Journal of Management Reviews,
• Gatto, M., Tracey, H., Callahan, J. L., & Worst, S. (online). Inconvenient academic workers? Collective (Re)humanisation through the dialogue of a Freirean Reading Circle. Culture and Organization, 1-20. https://doi.org/10.1080/14759551.2024.2399619
• Kim, J. H., & Callahan, J. L. (online). Finding the intersection of the learning organization and learning transfer: The significance of leadership
• Keshtiban, A., Callahan, J., & Harris, M. (2023). Leaderlessness in social movements: Advancing space, symbols, and spectacle as modes of “leadership”. Human Resource Development Quarterly, 34(1), 19-43. https://doi.org/10.1002/hrdq.21460
• Keshtiban, A., Gatto, M., & Callahan, J. L. (2023). Trojan Horses: Creating a positive hidden (extra)curriculum through Justice, Equality, Diversity, and Inclusion (JEDI) initiative. Management Learning, https://doi.org/10.1177/13505076231162633
• Cook, C., Pollet, T. V., & Callahan, J. L. (2023). Acting gender: Actors’ experiences of gender role conformity and hopes for their characters. Psychology of Aesthetics, Creativity, and the Arts, https://doi.org/10.1037/aca0000604
• Grenier, R., Callahan, J., Kaeppel, K., & Elliott, C. (2022). Advancing book clubs as non-formal learning to facilitate critical public pedagogy in organizations. Management Learning, 53(3), 483-501. https://doi.org/10.1177/13505076211029823
• Fan, D., Breslin, D., Callahan, J. L., & Iszatt‐White, M. (2022). Advancing literature review methodology through rigour, generativity, scope and transparency. International Journal of Management Reviews, 24(2), 171-180. https://doi.org/10.1111/ijmr.12291
• Anderson, V., Elliott, C., & Callahan, J. (2021). Power, powerlessness, and journal ranking lists: The marginalization of fields of practice. Academy of Management Learning and Education, 20(1), 89-107. https://doi.org/10.5465/amle.2019.0037
• Abdellatif, A., Aldossari, M., Boncori, I., Callahan, J., Chatrakul, U., Chaudhry, S., Kivinen, N., Liu, S., Utoft, E., Vershinina, N., Yarrow, E., & Pullen, A. (2021). Breaking the mold: Working through our differences to vocalize the sound of change. Gender, Work and Organization, 28(5), 1956-1979. https://doi.org/10.1111/gwao.12722
• Callahan, J., & Elliott, C. (2020). Fantasy spaces and emotional derailment: Reflections on failure in academic activism. Organization, 27(3), 506-514
• Ghosh, R., Callahan, J., & Hammrich, P. (2020). Supporting teachers who witness bullying: (Re)shaping perceptions through peer coaching in action learning. International Journal of Mentoring and Coaching in Education, 9(1), 87-102. https://doi.org/10.1108/IJMCE-02-2019-0017
• Beigi, M., Callahan, J., & Michaelson, C. (2019). A Critical Plot Twist: Changing Characters and Foreshadowing the Future of Organizational Storytelling. International Journal of Management Reviews, 21(4), 447-465. https://doi.org/10.1111/ijmr.12203
• Mharapara, T., Hutchison, A., Thomas, H., & Callahan, J. (2019). Assessing positive supervisor behaviour: Development and psychometric evaluation of a brief scale. Human Resource Development Quarterly, 30(2), 197-218
• Callahan, J. (2018). The retrospective (im)moralization of self-plagiarism: Power interests in the social construction of new norms for publishing. Organization, 25(3), 305-319. https://doi.org/10.1177/1350508417734926
• Yeager, K., & Callahan, J. (2016). Learning to lead: Foundations of emerging leader identity development. https://doi.org/10.1177/1523422316645510
• Jacobson, S., Callahan, J., & Ghosh, R. (2015). A place at the window: Theorizing organizational change for advocacy of the marginalized. Human Resource Development Review, 14(4), 462-485. https://doi.org/10.1177/1534484315608555
• Kang, H., Callahan, J., & Anne, M. (2015). An intersectional social capital model of career development for international marriage migrants. The Career Development Quarterly, 63(3), 238-252. https://doi.org/10.1002/cdq.12016
• Bierema, L., & Callahan, J. (2014). A framework for Critical HRD practice: Transforming HRD. Advances in Developing Human Resources, 16(4), 429-444. https://doi.org/10.1177/1523422314543818
• Ghosh, R., Kim, M., Kim, S., & Callahan, J. (2014). Examining the dominant, emerging, and waning themes featuring in select HRD publications: Is it time to redefine HRD?. European Journal of Training and Development, 38(4), 302-322. https://doi.org/10.1108/EJTD-02-2013-0012
• Stewart, J., Callahan, J., Rigg, C., Sambrook, S., & Trehan, K. (2014). Realizing the critical in CHRD: Strategies for research and practice. Human Resource Development International, 17(4), 379-383. https://doi.org/10.1080/13678868.2014.932084
• Anne, M., Callahan, J., & Kang, H. (2013). Gender and caste intersectionality in the Indian context. Human Resource Management, 95(6), 31-48
• Kim, J., & Callahan, J. (2013). Finding the intersection of the learning organization and learning transfer: The significance of leadership. European Journal of Training and Development, 37(2), 183-200. https://doi.org/10.1108/03090591311301680
• Claus, V., Callahan, J., & Sandlin, J. (2013). Culture and leadership: women in nonprofit and for-profit leadership positions within the European Union. Human Resource Development International, 16(3), 330-345. https://doi.org/10.1080/13678868.2013.792489
• Hurt, A., & Callahan, J. (2013). A fractured fable: The Three Little Pigs and using multiple paradigms. New Horizons in Adult Education and Human Resource Development - Wiley Online Library, 25(3), 27-40. https://doi.org/10.1002/nha3.20029
• Callahan, J. (2013). ‘Space, the final frontier’? Social movements as non-traditional organizing spaces for applying HRD. Human Resource Development International, 16(3), 298-312. https://doi.org/10.1080/13678868.2013.782945
• Hlavin, J., & Callahan, J. (2013). Specialization Training Programs for Physician Assistants: Symbolic Violence in the Medical Field?. Health Sociology Review, 22(2), 200-209. https://doi.org/10.5172/hesr.2013.22.2.200
• Collins, J., & Callahan, J. (2012). Risky business: gay identity disclosure in a masculinized industry. Human Resource Development International, 15(4), 455-470. https://doi.org/10.1080/13678868.2012.706427
• Callahan, J. (2011). Incivility as an instrument of oppression: Exploring the role of power in constructions of civility. Advances in Developing Human Resources, 13(1), 10-21
• Callahan, J. (2010). The importance of epistemology: A response to Rosenstein’s commentary. Violence Against Women, 16(10), 1186-1193. https://doi.org/10.1177/1077801210383153
• Kissack, H., & Callahan, J. (2010). The reciprocal influence of organizational culture and training and development programs: Building the case for a culture analysis within program planning. Journal of European industrial training, 34(4), 365-380. https://doi.org/10.1108/03090591011039090
• Callahan, J. (2010). The online oxymoron: Teaching HRD through an impersonal medium. Journal of European industrial training, 34(8/9), 869-874. https://doi.org/10.1108/03090591011081020
• Callahan, J. (2009). Manifestations of Power and Control: Training as the Catalyst for Scandal at the United States Air Force Academy. Violence Against Women, 15(10), 1149-1168. https://doi.org/10.1177/1077801209344341
• Sandlin, J., & Callahan, J. (2009). Deviance, dissonance, and détournement: Culture jammers’ use of emotion in consumer resistance. Journal of Consumer Culture, 9(1), 79-115. https://doi.org/10.1177/1469540508099703
• Callahan, J. (2009). Funneling toward authenticity: A response to ‘intimacy and ethical behavior in adult education.’. New Horizons in Adult Education and Human Resource Development - Wiley Online Library, 23(2), 34-38
• Molina, C., & Callahan, J. (2009). Fostering organizational performance: The role of learning and intrapreneurship. Journal of European industrial training, 33(5), 388-400. https://doi.org/10.1108/03090590910966553
• Torres, M., & Callahan, J. (2008). Investigating Fourth Amendment Judicial Outcomes Across Contrasting Minority School Settings: Subjectivity in Disciplinary Decision Making in Diverse Settings?. Education and Urban Society, 40(3), 377-405. https://doi.org/10.1177/0013124507304450
• Callahan, J. (2008). The four C’s of emotion: A framework for managing emotions in organizations
• Gray, T., & Callahan, J. (2008). Skills of the Spartans: Exploring leadership in 300
• Callahan, J., & Rosser, M. (2007). Pop goes the program: Using popular culture artifacts to educate leaders. Advances in Developing Human Resources, 9(2), 269-287. https://doi.org/10.1177/1523422306298902
• Callahan, J., Whitener, J., & Sandlin, J. (2007). The Art of Creating Leaders: Popular Culture Artifacts as Pathways for Development. Advances in Developing Human Resources, 9(2), Article 146-165. https://doi.org/10.1177/1523422306298856
• Callahan, J., & Whitener, J. (2007). The Art of Creating Leaders: Popular Culture Artifacts as Pathways for Development. Advances in Developing Human Resources, 9(2), 146-165. https://doi.org/10.1177/1523422306298856
• Callahan, J., & Martin, D. (2007). The spectrum of school-university partnerships: A typology of organizational learning systems. Teaching and Teacher Education, 23(2), 136-145. https://doi.org/10.1016/j.tate.2006.04.038
• Carden, L., & Callahan, J. (2007). Creating leaders or loyalists: Conflicting identities in a leadership development programme. Human Resource Development International, 10(2), Article 169-186. https://doi.org/10.1080/13678860701347099
• Callahan, J., & Sandlin, J. (2007). The Tyranny of Technology: A Critical Assessment of the Social Arena of Online Learning. New Horizons in Adult Education and Human Resource Development - Wiley Online Library, 21(3-4), 5-15. https://doi.org/10.1002/nha3.10286
• Callahan, J., & Tomaszewski, L. (2007). Navigating the good ol’ boys club: Women, marginality, and communities of practice in a military non-profit organization. Studies in Continuing Education, 29(3), 259-276. https://doi.org/10.1080/01580370701403324
• Callahan, J., & Reio, T. (2006). Making subjective judgments in quantitative studies: The importance of using effect sizes and confidence intervals. Human Resource Development Quarterly, 17(2), 159-173. https://doi.org/10.1002/hrdq.1167
• Wheelock, L., & Callahan, J. (2006). Mary Parker Follett: A Rediscovered Voice Informing the Field of Human Resource Development. Human Resource Development Review, 5(2), 258-273. https://doi.org/10.1177/1534484306287258
• Callahan, J. (2006). Gendered emotion management and perceptions of affective culture in a military nonprofit organization
• Horrocks, A., & Callahan, J. (2006). The role of emotion and narrative in the reciprocal construction of identity. Human Resource Development International, 9(1), 69-83. https://doi.org/10.1080/13678860600563382
• Taylor, M., & Callahan, J. (2005). Bringing creativity into being: Underlying assumptions that influence methods of studying organizational creativity. Advances in Developing Human Resources, 7(2), 247-270. https://doi.org/10.1177/1523422305274529
• Callahan, J. (2005). “Speaking a secret language”: West Coast Swing as a community of practice of informal and incidental learners. Research in Dance Education, 6(1-2), 3-23. https://doi.org/10.1080/14617890500372974
• Callahan, J., Hasler, M., & Tolson, H. (2005). Perceptions of emotion expressiveness: Gender differences among senior executives. Leadership and Organization Development Journal, 26(7), 512-528. https://doi.org/10.1108/01437730510624566
• Reio, T., & Callahan, J. (2004). Affect, Curiosity, and Socialization-Related Learning: A Path Analysis of Antecedents to Job Performance. Journal of Business and Psychology, 19, 3-22. https://doi.org/10.1023/B%3AJOBU.0000040269.72795.ce
• Callahan, J. (2004). Reversing a conspicuous absence: Mindful inclusion of emotion in structuration theory. Human Relations, 57(11), 1427-1448. https://doi.org/10.1177/0018726704049416
• Callahan, J., & Dunne de Davila, T. (2004). An impressionistic framework for theorizing about human resource development. Human Resource Development Review, 3(1), 75-95. https://doi.org/10.1177/1534484303261229
• Callahan, J. (2002). Masking the Need for Cultural Change: The Effects of Emotion Structuration. Organization Studies, 23(2), 281-297. https://doi.org/10.1177/0170840602232005
• Callahan, J., & McCollum, E. (2002). Conceptualizations of emotion research in organizational contexts. Advances in Developing Human Resources, 4(1), 4-21
• Gilley, J., & Callahan, J. (2000). Transforming supervisory practices: A performance-based approach for faculty and staff development. International Journal of Educational Reform, 9(4), 298-310. https://doi.org/10.1177/105678790000900403
• Callahan, J. (2000). Emotion management and organizational functions: A study of action in a not-for-profit organization. Human Resource Development Quarterly, 11(3), 245-267. https://doi.org/10.1002/1532-1096%28200023%2911%3A3%3C245%3A%3AAID-HRDQ4%3E3.0.CO%3B2-J
• Callahan, J. (2000). Women in a “combat, masculine-warrior culture”: The performance of emotion work
• Orton, J., & Callahan, J. (1995). Important “folk theories” in intelligence reorganization. International Journal of Intelligence and CounterIntelligence, 8(4), 411-429. https://doi.org/10.1080/08850609508435296