Rebecca Schaumberg

Rebecca Schaumberg
  • Assistant Professor of Operations, Information and Decisions

Contact Information

  • office Address:

    3730 Walnut Street
    556 Jon M. Huntsman Hall
    Philadelphia, PA 19104


Rebecca (Becky) Schaumberg is an Assistant Professor at the Wharton School of the University of Pennsylvania, where she teaches a course on negotiation. She uses social psychology and organizational behavior theory to understand the factors that promote and impede positive employee outcomes such as job performance, leadership, and effective decision-making. She is particularly interested in how these outcomes relate to self-conscious emotions (e.g., guilt), moral character, and self-reliance/autonomy.

Becky received her undergraduate degree from Carleton College and her PhD from Stanford University.  Prior to joining Wharton, she was as an Assistant Professor of Management and Organizations at NYU Stern School of Business.

Continue Reading


Please see my  CV for a full list of publications and working papers.


Past Courses


    This course examines the art and science of negotiation, with additional emphasis on conflict resolution. Students will engage in a number of simulated negotiations ranging from simple one-issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills.


    This course includes not only conflict resolution but techniques which help manage and even encourage the valuable aspects of conflict. The central issues of this course deal with understanding the behavior of individuals, groups, and organizations in conflict management situations. The purpose of this course is to understand the theory and processes of negotiations as it is practiced in a variety of settings. The course is designed to be relevant to the broad spectrum of problems that are faced by the manager and professional including management of multinationals, ethical issues, and alternative dispute resolutions. Cross listed w/ LGST 206 and OIDD 291.


    Negotiation is the art and the science of creating good agreements between two or more parties. This course develops managerial negotiation skills by mixing lectures and practice, using cases and exercises in which students negotiate with each other. The cases cover a wide range of problems and settings: one-shot deals between individuals, repeated negotiations, negotiations over several issues, and negotiations among several parties (both within and between organizations). Class participation and case studies account for half the course grade. Students will also write about a negotiation experience outside of class.


    This class provides a high-level introduction to the field of judgment and decision making (JDM) and in-depth exposure to the process of doing research in this area. Throughout the semester you will gain hands-on experience with several different JDM research projects. You will be paired with a PhD student or faculty mentor who is working on a variety of different research studies. Each week you will be given assignments that are central to one or more of these studies, and you will be given detailed descriptions of the research projects you are contributing to and how your assignments relate to the successful completion of these projects. To complement your hands-on research experience, throughout the semester you will be assigned readings from the book Nudge by Thaler and Sunstein, which summarizes key recent ideas in the JDM literature. You will also meet as a group for an hour once every three weeks with the class's faculty supervisor and all of his or her PhD students to discuss the projects you are working on, to discuss the class readings, and to discuss your own research ideas stimulated by getting involved in various projects. Date and time to be mutually agreed upon by supervising faculty and students. the 1CU version of this course will involve approx. 10 hours of research immersion per week and a 10-page paper. The 0.5 CU version of this course will involve approx 5 hours of research immersion per week and a 5-page final paper. Please contact Maurice Schweitzer if you are interested in enrolling in the course:


How a Simple Change Can Protect Crowdfunding Backers from Fraud

Crowdfunding backers who are victims of misconduct often have little recourse. But a simple platform design change could strengthen protections, according to new research from Wharton and Cornell.

Knowledge @ Wharton - 2019/08/15
Why 2019 Feels Like 1929 — and What We Can Do to Change Course

Armed with a sense of realistic optimism, we can navigate – and help to reverse – some worrisome global trends, writes Wharton Dean Geoffrey Garrett in this opinion piece.

Knowledge @ Wharton - 2019/08/13
Finding the Value in IPOs: Why Customer Behavior Holds the Key

Wharton's Peter Fader and Emory's Dan McCarthy explain why customer-based corporate valuation is a novel -- and very accurate -- way of determining a firm’s worth.

Knowledge @ Wharton - 2019/08/13