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Academic Journal
Management

“Designing a New Organization at NASA: An Organization Design Process Using Simulationâ€

The challenge for NASA’s Systems Analysis Integrated Discipline Team (SAIDT) is to develop a new organization design capable of performing complex modeling and analysis tasks, using team members at various NASA centers. The focus is on: (1) design as a process, (2) the effect of design tools on the process as well as alternative designs, (3) the fit between the tools and their fit with the organization, (4) the effect of an ongoing agency-wide transformation, and (5) implications for organizational contingency theory.
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171-312 pages 2006 Tim Carroll Thomas Gormley Vincent Bilardo Richard Burton Keith Woodman View on:

Academic Journal
Management

“Designing organizations for exploration and exploitationâ€

All organizations face the core challenge of deciding on investments in two very different types of activities: exploration and exploitation. Exploration activities are future-oriented, such as developing new capabilities, experimenting with new technologies, and pursuing new customers and markets. Exploitation activities, in contrast, focus on the refinement of existing competencies, processes, and products. Because an organization’s design should reflect its goals, it is difficult to accommodate exploration and exploitation activities within a single organization. This article discusses four major approaches used to tackle this problem, and notes the strengths and limitations of each approach.
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5 pages pages 2012 Tim Carroll View on:

Academic Journal
Management

“Different hats, different obligations: Plural occupational identities and situated moral judgments.â€

It is well understood that moral identity substantially influences moral judgments. However, occupational identities are also replete with moral content, and individuals may have multiple occupational identities within a given work role (e.g., engineer-manager). Consequently, we apply the lenses of moral universalism and moral particularism to categorize occupational identities and explore their moral prescriptions. We present and test a model of occupational identities as implicitly-held and dynamically-activated knowledge structures, cued by context and containing associated content about the absolute and/or relationship-dependent moral obligations owed by the actor to stakeholders. Results from one field study and two situated experiments with dual-occupation individuals indicate that moral obligations embedded in occupational identities influence actors’ work-role moral judgments in a predictable and meaningful manner.
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1316-1333 pages 2012 Keith Leavitt Scott Reynolds Christopher Barnes Pauline Schilpzand Sean Hannah View on:

Academic Journal
Management

“Disability, Gender and Race: Does Educational Attainment Reduce Earning Disparity for All or Just Some?â€

While interest in research on persons with disabilities has grown steadily, these individuals continue to encounter workplace discrimination and remain marginalized and understudied. We draw on human capital and discrimination theories to propose and test hypotheses on the effects of educational attainment on earnings (in)equality for persons with disabilities and the moderating influence of gender and race using 885,950 records, including 40,438 persons with disabilities from the American Community Survey 2015. Consistent with human capital theory, we find that persons with disabilities benefit from greater educational attainment, yet consistent with disability discrimination theories, we find evidence that they are less likely to convert educational gains for master’s and higher degrees into earning gains, and consistent with theories on multiple sources of discrimination, we find that women with disabilities may be doubly disadvantaged. These results, however, are mixed and complex. Considering the importance of harnessing diverse talent in organizations, we outline implications for research and practice toward reducing workplace discrimination.
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90-99 pages 2019 David Baldridge Mukta Kulkarni Beatrix Eugster Richard Dirmyer View on:

Academic Journal
Management

“Disability Severity, Professional Isolation Perceptions, and Career Outcomes: When Does Leader-Member Exchange Quality Matter?â€

Employees with disability-related communication impairment often experience isolation from professional connections which can negatively affect their careers. Management research suggests that having lower quality leader relationships can be an obstacle to the development of professional connections for employees with disabilities. However, in this paper we suggest that lower quality LMX relationships may not be a uniform hurdle for the professional isolation of employees with disability-related communication impairment. Drawing on psychological disengagement theory, we predict that employees with more severe, rather than less severe, communication impairment develop resilience to challenges in lower quality LMX relationships by psychologically disengaging from professional connections and, in turn, bear fewer negative consequences of professional isolation on career outcomes. In two studies of deaf and hard of hearing employees, we find that in lower quality LMX relationships employees with more severe communication impairment perceive being less isolated than employees with less severe communication impairment, and, in turn, report better career outcomes. Overall, our findings suggest that employees with more severe communication impairment may be more effective in managing challenges to their perceived professional isolation and career outcomes when in lower quality LMX relationships.
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2023 Sage Journals Brent Lyons David Baldridge Liu Yang Camellia Bryan View on:

Academic Journal
Management

“Disrupting the Chain of Displaced Aggression: A Review and Agenda for Future Researchâ€

Displaced aggression refers to instances in which a person redirects their harm-doing behavior from a primary to a substitute, secondary target. Since the publication of the first empirical article in 1948, there has been a noticeable surge in research referencing this theory in both management and psychology journals. This trend highlights the continuing relevance of displaced aggression research and its applicability to other disciplinary fields (e.g., criminology, hospitality management, information systems, tourism). Despite the ubiquity of displaced aggression theory, however, there persists a notable lack of clarity and consensus regarding its fundamental principles, triggering factors, and underlying mechanisms. In light of these limitations, we provide a systematic and interdisciplinary review of displaced aggression theory with three key aims. First, our review offers foundational knowledge that helps unify the diverse ways in which scholars from varied disciplinary backgrounds have applied, interpreted, and operationalized displaced aggression. Second, inspired by the I3 Model, we introduce an overarching theoretical framework to coherently and parsimoniously organize the displaced aggression literature. Lastly, to move the field forward, we propose a promising agenda for future research that focuses on important issues emerging from our review.
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Lagios Restubog Pauline Schilpzand Kiazad Aquino

Academic Journal
Management

“Does feedback increase decision aid use among hiring professionals?â€

We examined the influence of formative and outcome feedback on people’s reliance on decision aids. Decision aids are tools that managers can use to increase the accuracy of their hiring decisions. In our study, participants were asked to make 20 different hiring decisions and make predictions of a candidate’s performance on the job, with the option of using a decision aid formula. We manipulated whether participants received feedback on the accuracy of their predictions, the accuracy of the decision aid’s predictions, or both. The results demonstrated that feedback failed to have a significant impact on decision aid use for both hiring choice and performance predictions. Our findings suggest that the relationship between feedback and decision aid is weak, and that feedback does not meaningfully affect the use of decision aids.
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Article 4 pages 2020 A Thiele A Jackson S Stremic Satoris Howes View on: