People and Faculty
David Baldridge
Professor
Management

David Baldridge

541-737-6062

david.baldridge@oregonstate.edu

People and Faculty
David Baldridge
Overview
Overview
Background
Publications

Overview

Biography

David C. Baldridge is a Toomey Faculty Fellow and Professor of Management. He earned his Ph.D. in Management from the University of Connecticut, Storrs. His MBA in Finance and BGS with concentrations in Economics, English and Philosophy are from the University of Michigan, Ann Arbor. His teaching areas include leadership and negotiation. His research interests include diversity, equity and inclusion--primarily accommodation, inclusion and career success for deaf and hard of hearing persons and people with other disabilities. His research has appeared in the Academy of Management Review, Strategic Management Journal, Journal of Management, Journal of Occupational and Organizational Psychology, Journal of International Business Studies, Human Resource Management Review, Journal of Business Communication and other leading management publications. He serves on the editorial boards for Human Relations, International Journal of Human Resource Management and Managerial Psychology.

Career Interests

Teaching areas: organizational behavior, leadership, negotiation

Research areas: organizational behavior; diversity, equity and inclusion

Research interests: workplace inclusion and success of persons with disabilities, disability accommodation, equal access and opportunity, deaf and hard of hearing employees

Background

Education

Ph.D., University of Connecticut, Storrs, CT, Management, 2001

MBA, University of Michigan, Ann Arbor, MI, Finance, 1988

BA, University of Michigan, Ann Arbor, MI, Economics & Philosophy, 1986.

Experience

Oregon State University, Corvallis OR, 2004-present, Professor of Management
Rochester Institute of Technology, Rochester NY, 2001-2004, Assistant Professor of Management
University of Connecticut, Storrs CT, 1997-2001, Ph.D. Student, Instructor and Research Assistant 
Project Adventure, Beverly, MA, 1991-2005, Director of Finance and Administration, Senior Certified Trainer and Consultant
HP Hewlett-Packard, San Diego CA, 1988-1991, Financial Analyst
IBM, International Business Machine, 1987, Financial Marketing Intern

Professional Affiliations

Academy of Management (AOM). (1998 - Present).

Society for Industrial and Organizational Psychology (SIOP). (2014 - Present).

 

Honors & Awards

  • Awarded Toomey Faculty Fellow, Oregon State University Foundation (2020)
  • External Service Award, Oregon State University, College of Business (2020)
  • Nominated for 2019 GDO Division Award for Distinguished Scholarly Contributions, Gender and Diversity in Organizations Division of Academy of Management (2019)
  • Saroj Parasuraman Award, Runner-up, Gender and Diversity in Organizations (GDO) division of Academy of Management (AOM) (2019)
  • Awarded I. King Jordan Distinguished Service Award, Career Award, Association of Late Deafened Adults (ALDA) (2017)
  • Newcomb Fellow, College of Business, Oregon State University. (2008).
  • Newcomb Research Award, Oregon State University College of Business. (2007).
  • Excellence in Research Award, Oregon State University College of Business. (2006).
  • Newcomb Research Award, Oregon State University College of Business. (2006).
  • Citations of Excellence "Top Fifty", Emerald Management Reviews. (2005).
  • Dorothy Harlow Best Paper Award, Academy of Management. (2005).
  • Runner-up - Best Paper Award - Organizational Communication and Information Systems Division, Academy of Management. (2005).
  • Nominated for the Eisenhart Outstanding Teaching Award, Rochester Institute of Technology, (2003-2004).
  • Finalist for the 2003 Academy of Management GDO Division Best Paper Award. Baldridge, D. C. & Veiga, J. F. 2003. Anticipated Consequences and Decisions to Request Accommodation: The Requester’s Perspective.
  • Inducted into the University of Connecticut Business School Hall of Fame.  2001. First Ph.D. student to receive this honor.
  • Winner of the Academy of Management Career Division Applied Paper Award. Baldridge, D. C., Eddleston, K. A., Golden, T. D. & Veiga, J. F. 2000. Saying “no” to being uprooted: The impact of family and gender on willingness to relocate.
  • Nominated for the Eastern Academy of Management Outstanding Conceptual Paper Award. Baldridge, D. C., Eddleston, K. A. & Veiga, J. F. 2000. Reluctance to request assistance: When family-friendly programs miss the mark.
  • Winner of the 1999-2000 Outstanding Doctoral Student Teaching Award, Management Department, University of Connecticut.
  • Nominated for the 1998-1999 Outstanding Doctoral Student Teaching Award, Management Department, University of Connecticut.

Publications

Academic Journal
Management

“Saying "no" to being uprooted: The impact of family and gender on willingness to relocate”

Although career research contends that women managers and professionals are less willing than men to relocate, much of the previous research has been either limited by comparative sampling issues, or has not fully accounted for the role of family. To address these issues we gathered survey data from managers and professionals in 102 large companies by identifying pairs of individuals from each firm who worked in the same division, location, and functional area, who were similar in age (± 5 years), yet differed in gender ” resulting in a comparatively matched sample of 333 male and 333 female respondents. To account for the role of family, we tested a model that first controlled for the impact of previous determinants of willingness to relocate, and then examined the impact of four family attributes including spouse's contribution to family income, presence of preschool-aged children at home, and the perceived strength of spouse's and children's community ties. We also examined the moderating role of gender in explaining the impact of these attributes. Results indicate that the inclusion of family attributes increased the amount of variance explained in our regression model. Moreover, beyond substantiating a significant main effect for gender ” that is, women managers are less willing to relocate ” we also found that gender interacts with family attributes to further dampen a woman's willingness to relocate.
Details

131-149 pages 2006 Journal of Occupational and Organizational Psychology David Baldridge K. Eddleston J. Veiga

Academic Journal
Management

“The Impact of Anticipated Social Consequences on Recurring Disability Accommodation Requests”

The Americans with Disabilities Act of 1990 (ADA) has not achieved its potential, in part, because those it sought to help have shown a reluctance to request accommodations. Using survey data from 229 hearing-impaired employees and an expert panel, logistic regression confirmed that monetary costs and impositions on others negatively influence the likelihood of requesting recurring accommodations. Furthermore, monetary costs and impositions on others negatively influence the requester's assessments of the social consequences of making such requests. These consequences, in turn, can also negatively influence future disability accommodation requests.
Details

158-179 pages 2006 Journal of Management David Baldridge J. Veiga View on: Google Scholar

Academic Journal
Management

“Toward a model of issue-selling by subsidiary managers in multinational organizations”

In multinational organizations, local market responsiveness is critical to the development of effective strategies. This responsiveness is expected to occur in part as the result of upward influence from local subsidiary managers, who represent the local culture and shift relevant priorities accordingly. Issue-selling ” defined as directing top management's attention to particular issues and helping them understand such issues ” is one important way in which subsidiary managers pursue upward influence. The purpose of this paper is to help multinational organizations better facilitate and exploit potentially valuable input from local subsidiary managers. To do so, we propose an acculturated view of issue-selling. More specifically, we argue that subsidiary managers socialized by different national cultures vary: (1) in the extent to which their intention to sell issues is influenced by various contextual cues; and (2) in their choice of selling strategies. These theoretical differences suggest that local subsidiary managers from different cultures will differ in the way they approach issue-selling and, in turn, in the way they influence the strategy-making process. The discussion traces the implications of this line of reasoning for future research on the influence of local subsidiary managers and, more generally, for research on the cultural embeddedness of the strategy process.
Details

637-654 pages 2005 Journal of International Business Studies Y. Ling S. Floyd David Baldridge View on: Google Scholar

Academic Journal
Management

“Are managers from Mars and academicians from Venus? Toward an understanding of the relationship between academic quality and practical relevance”

In this paper, we propose a positive relationship between the academic quality and practical relevance of management research. The basis for this is the idea that academicians and practitioners both value research that is interesting and justified - meaning research that challenges and extends existing beliefs and research that offers compelling evidence for its conclusions. We acknowledge that there are likely to be many cases where academicians and practitioners disagree on what is interesting and justified. We argue, however, that there are also likely to be cases where the judgments of the two groups converge. Results from a stratified, random sample of 120 publications are consistent with this argument - showing a positive correlation between an objective measure of an article's academic quality and expert panel ratings of its practical relevance. The analysis also shows positive associations between panel members' global assessment of relevance and ratings of an article's interestingness and justification. These results lend support to the hypothesized overlap, but leave room for considerable difference in the way practitioners and academicians evaluate management research. Copyright © 2004 John Wiley & Sons, Ltd.
Details

1063-1074 pages 2004 Strategic Management Journal David Baldridge S. Floyd L. Mackoczy View on: Google Scholar

Academic Journal
Management

“Toward modeling the predictors of managerial career success: does gender matter?”

Although research has uncovered important predictors of managerial career success, the causal relationships between these predictors has not been fully explored. Accordingly, we propose and test a model that establishes a link between individual differences, salient career-related beliefs, career enhancing outcomes and managerial career success. Using path analysis, we found that education and career impatience directly affected willingness to relocate and perceived marketability, which in turn led to more promotions offered and greater exposure to powerful networks. Finally, the number of promotions offered directly affected management level, which in turn affected compensation level. With respect to gender differences, we found that beliefs regarding the efficacy of mentoring positively influenced a woman's sense of marketability, and like her male counterpart, exposure to powerful networks. However, we also found that for women managers, unlike men, such exposure did not affect the number of promotions they were offered.
Details

360-385 pages 2004 Journal of Managerial Psychology K. Eddleston David Baldridge J. Veiga View on: Google Scholar

Academic Journal
Management

“Toward understanding employee reluctance to participate in family-friendly programs”

Despite the fact that many organizations have implemented family-friendly programs to meet the needs of today's diverse workforce, employees have been reluctant to use them. Drawing on the theories of planned behavior, help-seeking, and distributive justice, we propose a framework that focuses initially on the more proximal factors that influence an employee's likelihood of participating in such programs. We then examine the role of organization-based situational characteristics in shaping both personal and normative assessments and describe the implications of our framework for researchers and practitioners.
Details

337-351 pages 2004 Human Resource Management Review J. Veiga David Baldridge K. Eddleston View on: Google Scholar