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Academic Journal
Management

“On the treatment of people with disabilities in organizations: A review and research agenda”

Human resource practitioners have a crucial role in promoting equitable treatment of persons with disabilities, and practitioner’s decisions should be guided by solid evidence-based research. We offer a systematic review of the empirical research on the treatment of persons with disabilities in organizations, using Stone and Colella’s (1996) seminal theoretical model of the factors influencing the treatment of persons with disabilities in work organizations, to ask: What does the available research reveal about workplace treatment of persons with disabilities, and what remains understudied? Our review of 88 empirical studies from management, rehabilitation, psychology, and sociology research highlights seven gaps and limitations in extant research: (1) implicit definitions of workplace treatment, (2) neglect of national context variation, (3) missing differentiation between disability populations, (4) over-reliance on available data sets, (5) predominance of single-source, cross-sectional data (6) neglect of individual differences and identities in the presence of disability, and (7) lack of specificity on underlying stigma processes. To support the development of more inclusive workplaces, we recommend increased research collaborations between human resource researchers and practitioners on the study of specific disabilities and contexts, and efforts to define and expand notions of treatment to capture more nuanced outcomes.
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2019 Journal name: Wiley Joy Beatty David Baldridge Stephan Böhm Mukta Kulkarni Adrienna Colella View on: Google Scholar

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.
Details

125-142 pages 2006 Springer Tim Carroll S. Hunter View on: Google Scholar

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.
Details

319-337 pages 2000 Tim Carroll Richard Burton View on: Google Scholar