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Academic Journal
Management

“Contributing from Inside the Outer Circle: The Identity-Based Effects of Noncore Role Incumbents on Group Relational Coordination and Organizational Climate”

To function optimally, most workgroups need an interdependent mix of members in strategically core and noncore roles who work effectively together. However, whereas researchers have investigated the contributions of star performers and strategically core group members, relatively little is known about individuals in noncore roles and how they may facilitate group functioning and contribute to the relational climate of organizations. In this paper, we develop a multi-level, bottom-up model that explains two paths through which employees in noncore roles facilitate the dissemination of relational coordination in organizations. We leverage insights from self-categorization theory and relational coordination theory to explain different ways in which noncore role incumbents attempt to enact their noncore role identities. Then, we describe how the relational stances of those occupying core roles can enable or hinder the identity validation of those in noncore roles, and how validating the role-based identities of members in noncore roles fosters relational coordination at the group level while fostering positive identification with noncore roles. Finally, we theorize how relational coordination facilitated by noncore role incumbents contributes to the relational climate of the organization, which subsequently motivates core role incumbents throughout the organization to support their teammates in noncore roles.
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680-703 pages 2018 Alex Bolinger Anthony Klotz Keith Leavitt View on: Google Scholar

Academic Journal
Management

“Decision-making and exchange processes of dual-military couples: A review and suggested strategies for navigating multiple roles”

As the number of dual-earner couples has increased, so has the number of dual-military couples. Individuals in dual-military couples experience many of the same challenges and benefits as dual-earner couples with added difficulties and advantages that are unique to military employment. The current article presents the exchange-based dual-military marriage model, which builds on Huffman and Payne’s (2005) Huffman, A. H., & Payne, S. C. (2005). The challenges and benefits of dual-military marriages. In C. A. Castro, A. B. Adler, & T. W. Britt (Eds.), Military life: The psychology of serving in peach and combat (Vol.3): The military family (pp. 115–137). Westport, CT: Praeger.
[Google Scholar]
model for dual-military marriages. Whereas the previous model did not adequately address the decision-making process that dual-military couples must engage in to navigate their unique situation, we address this oversight by incorporating exchanges that occur between the partners as well as between the couple and the military. Our model stresses the importance that perceived resources and the exchange relationship have on dual-military members. Included is a discussion of unique groups (i.e., gender issues, parental status, and sexual orientation), strategies for success for both dual-military couples and the military organization, and a suggested future research agenda.
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11-26 pages 2017 A. Huffman E. Craddock Satoris Howes Z. Klinefelter View on: Google Scholar

Academic Journal
Management

“Delaying Change: Examining How Industry and Managerial Turbulence Impact Structural Realignment”

This paper examines when firms pursue structural realignment through business unit reconfiguration, specifically by recombining business units. Our results refine and extend contingency theory and studies of organization design by drawing on theories of decision avoidance and delay to describe environmental conditions when firms pursue or postpone structural realignment. Our empirical analysis of 46 firms from 1978 to 1997, operating within the U.S. medical device and pharmaceutical sectors, demonstrates that while decision makers initiate structural recombination during periods of industry growth (i.e., munificence), they reduce their recombination efforts during periods of industry turbulence (i.e., dynamism), and managerial turbulence (i.e., growth in top management team size). We also find evidence that firms delay realignment and bide their time for better environmental conditions of declining turbulence and industry growth before pursuing more structural realignment. Together, these findings suggest that decision makers often delay initiating structural recombination until they can effectively process information and assess how structural changes will help them realign the organization to the environment.
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791-817 pages 2016 Tim Carroll Samina Karim Chris Long View on: Google Scholar

Academic Journal
Management

“Designing a New Organization at NASA: An Organization Design Process Using Simulation”

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: Google Scholar

Academic Journal
Management

“Designing organizations for exploration and exploitation”

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: Google Scholar

Academic Journal
Management

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

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: Google Scholar

Academic Journal
Management

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

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: Google Scholar

Academic Journal
Management

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

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: Google Scholar