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Book
Management

“Organization Design, Organizational Learning, and the Market Value of the Firm”

We compare market returns associated with firms’ creation of new units focused on e-business. Two aspects of organization design - governance and leadership - are considered with regard to exploitation- and exploration-oriented organization learning. We find that exploitation in governance (high centralization) is associated with a lower mean and variance in returns; that exploitation in leadership (appointment of outsiders) is associated with the same mean yet higher variance; and, among units exhibiting both modes of learning, the variance of returns are not equal.
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125-142 pages 2006 Springer Tim Carroll S. Hunter View on:

Academic Journal
Management

“Organizations and complexity: Searching for the edge of chaos”

Traditional organizational theory advocates increased differentiation and horizontal integration for organizations in unstable environments or with uncertain technologies. This paper seeks to develop a better understanding of the relationship of group structure and the level of interdependency between individuals on group performance under various task complexities. Complexity theory in general, and NK models in particular, are introduced as theoretical frameworks that offer an explanation for group performance. Simulation models are developed, based on the communication network research of Bavelas (1948) and Leavitt (1952), to explore the effects of decentralization and interdependence. The simulation model developed here shows general consistency with previous human subject experiments. However, contrary to predictions, not all decentralized group structures perform well when undertaking complex task assignments. Structures that are highly connected (actors communicating with all others) perform much worse than those with a lower level of connection. Further experiments varying both the number of actors and the degree of interdependence between them find evidence of the “edge of chaos.” This research advances our understanding of organizations beyond earlier models by suggesting that there is an optimal range of interconnectedness between actors or tasks that explains the variation in performance. An intriguing result is that this optimal level of interdependence is fairly low, regardless of the size of the group.
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319-337 pages 2000 Tim Carroll Richard Burton View on:

Book
Management

“People with disabilities: Identity, stigmatization, accommodation, and intersection with gender and aging effects on employment opportunities. In Bendl, R., Bleijenbergh, I., Henttonen, E., & Mills, A. J., The Oxford Handbook of Diversity in Organisation”

Disability status continues to have a significant negative impact on employment outcomes, even in countries with nondiscrimination policies, and outcomes differ by gender and age. These subpar outcomes can be linked to both environmental and psychological factors. The design of jobs and workplaces often limits the ability of workers with disabilities to contribute to their fullest capacity. Stigmatization on the basis of disability status reduces employer willingness to hire workers with disabilities and make reasonable accommodations to allow them to perform effectively. Some research indicates that women, older workers and workers with disabilities tend to be labeled as unwilling or unable to perform in demanding paid work roles. Age intersects with disability resulting in inappropriate attribution of disability status as “normal aging.” Gender intersects with disability to result in lower labor force participation for women with disabilities compared to their male counterparts. Exclusion and stigmatization create barriers to the development of a positive self-identity as a person with a disability, but such identity development can be empowering, creating a sense of pride and providing a basis for advocacy. Considerably more research is needed to understand how the actions of organizations, leaders, and teams affect the employment outcomes of workers with disabilities and how impacts differ by gender and age. But based upon extant knowledge, there are many actions employers can take to improve outcomes for this group of workers.
Details

2018 Oxford University Press David Baldridge Joy Beatty Alison Konrad Mark Moore

Academic Journal
Management

“Perceived Support, Knowledge Tacitness, and Provider Knowledge Sharing”

This study provides a direct test of social exchange theory to knowledge sharing from the provider perspective by examining the effects of both perceived organizational support (POS) and perceived coworker support (PCS) on their direct knowledge sharing with their coworkers. Also examined is the moderating effect of providers’ perception of the tacitness of their knowledge on the relationship between these different sources of support and their knowledge sharing. Results show perceived coworker support (PCS) has a significant positive effect on provider knowledge sharing but that the relationship only holds when knowledge tacitness is high. Contrary to expectations, perceived organizational support (POS) did not have a significant positive effect on providers’ knowledge sharing and that this relationship did not depend on providers’ perceptions of their knowledge tacitness. The implications of these findings to research and practice are discussed.
Details

717-742 pages 2013 Michele Swift Meghna Virick View on: