Faculty
David Baldridge
Professor
Management

David Baldridge

541-737-6062

david.baldridge@oregonstate.edu

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

“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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Joy Beatty, David Baldridge, Stephan Böhm, Mukta Kulkarni and Adrienna Colella "On the treatment of people with disabilities in organizations: A review and research agenda" Human Resource Management (US) Wiley 2019 View on: Google Scholar

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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.
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David Baldridge, Joy Beatty, Alison Konrad and Mark Moore "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" Oxford University Press 2018

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Academic Journal
Management

“Workplace Experiences of Persons with Disabilities”

Human Relations virtual special issue introduction: Workplace
experiences of persons with disabilities
Human Relations virtual special issues bring together and highlight related research on a
particular topic. Each collection is compiled and introduced by one of the journal’s editors;
here we have Catherine E Connelly alongside David Baldridge, Human Relations
Editorial Board member and author on this topic.
Readers can access our virtual special issue on Workplace experiences of persons
with disabilities here: https://journals.sagepub.com/page/hum/collections/virtual-special-issues/persons-with-disabilities
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Catherine Connelly and David Baldridge "Workplace Experiences of Persons with Disabilities" Human Relations 2018 View on: Google Scholar

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Academic Journal
Management

“Childhood-onset disability, strong ties and employment quality”

Purpose

Persons with childhood-onset disabilities are among the most marginalized populations, often unemployed or underemployment in jobs providing neither adequate hours for financial self-sufficiency nor fulfillment through skill-utilization. The purpose of this paper is to examine the extent to which social capital in the form of strong ties with family and friends is associated with enhanced employment outcomes for persons with childhood-onset disabilities.
Design/methodology/approach

Questioning the current theoretical consensus that strong social ties are unimportant to employment quality, the authors draw on disability research and opportunity, motivation and ability social capital theory to propose a model of the impact of strong ties with family and friends on paid-work-hours and skill-utilization as well as the potential moderating role of gender and disability severity. The authors then test this model using data from 1,380 people with childhood-onset disabilities and OLS regression analysis.
Findings

As theorized, family-of-origin-size is positively associated with hours worked. Family-of-origin-size is also associated with having more close friends and children. These strong ties, in turn, are positively associated with hours worked. The impact of having more children on hours worked and skill-utilization, however, is positive for men but non-significant for women.
Originality/value

This study breaks new ground by focusing on the association between strong ties with family and friends and employment quality for people with childhood-onset disabilities – a marginalized and understudied group. Findings further indicate the particular vulnerability of women with disabilities.
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David Baldridge, Alison Konrad, Mark Moore and Yang Yang "Childhood-onset disability, strong ties and employment quality" Equality, Diversity and Inclusion Equality, Diversity and Inclusion: An International Journal 2017 View on: Google Scholar

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Academic Journal
Management

“The Shaping of Sustainable Careers Post Hearing Loss”

Through this interview-based study with 40 respondents in the United States we have outlined enablers of career transitions and sustainable careers for professionals who have experienced severe hearing loss as adults. To sustain careers after adult onset disability, respondents engaged in a quest for meaning and big picture answers to ‘who am I?’ and ‘am I still successful?’ This included redefining themselves – e.g. I am now both a person with a disability (disability identity) and a successful professional (professional identity) – and career success (e.g. now I care about service to society as much as I care about material artifacts). Respondents also adopted new work roles where disability was a key to success (e.g. becoming an equal employment officer) and utilized social networks to continue being successful. Such redefining of work and networks supported the aforesaid quest for meaning and big picture answers. Findings not only indicate how individuals experience career success after a life-changing event but also help defamiliarize extant notions of ableism in workplace contexts.
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David Baldridge and Mukta Kulkarni "The Shaping of Sustainable Careers Post Hearing Loss" Human Relations 2017 View on: Google Scholar

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Book
Management

“Persons with (dis)Abilities”

This chapter examines workplace discrimination faced by persons with (dis)abilities. It begins by discussing usage, meaning, and effects of the word “disability” and the related term “persons with disabilities.” It then considers the diversity of conditions and experiences among persons with (dis)abilities by reviewing extant research on people with five common disabling conditions (i.e., mobility, seeing, hearing, chronic illness, and psychiatric conditions). It also examines the importance of national context by taking a closer look at research on the experiences of people with (dis)abilities in five nations (i.e., United States, Canada, Germany, India, and China). By separately highlighting extant research on a few common conditions and nations, the chapter’s intent is to show the need for more research on specific conditions in specific work and national contexts, as well as the need for research integrating and summarizing these focused studies.
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David Baldridge, Joy Beatty, Stephan Böhm, Mukta Kulkarni and Mark Moore "Persons with (dis)Abilities" The Oxford Handbook of Workplace Discrimination 2015 View on: Google Scholar

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Academic Journal
Management

“Toward Greater Understanding of the Pernicious Effects of Workplace Envy”

Despite the fact that envy has been widely viewed as the most pernicious and organizational dysfunctional workplace emotion, research has ignored envy’s longer-term, chronic consequences. This oversight can largely be attributed to over reliance on the relatively static affective events framework that does not account for how envy-eliciting events can threaten an individual’s social standing or trigger emotional schema from previous events. Hence, we propose an extension of this framework in order to address these shortcomings and in order to more fully account for the cumulative effects of prior envy-eliciting events. In particular, by integrating insights from social comparison and emotional schema theories into the current framework, we offer a deeper, more fine-grained explanation for the accumulation of envious feelings and their longer-term, chronic consequences. We believe that these additional insights will offer a perspective, both for researchers and practitioners alike, into how envy-eliciting events can result in more malicious and chronic, dysfunctional outcomes over time. Future research and managerial implications are discussed.
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John Veiga, David Baldridge and Livia Markoczy "Toward Greater Understanding of the Pernicious Effects of Workplace Envy" International Journal of Human Resource Management 2014 View on: Google Scholar

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Academic Journal
Management

“Withholding Requests For Disability Accommodation: The Influence Of Individual And Situational Attributes”

Prior research suggests that people with disabilities often do not request needed workplace accommodations, though relatively few studies address which factors influence the extent of such potentially self-limiting behavior. Drawing on workplace disability, help seeking, and social identity literature, this study proposes and tests a model of request withholding frequency using survey data from 279 people with hearing impairments. Consistent with expectations, older employees withheld requests less frequently; however, there was no main effect of gender. Moreover, the strength of the relationship between age and request withholding frequency was significantly weaker when the disability was more severe and when the age of disability onset was earlier. Similarly, disability severity influenced the strength of the relationship between gender and request withholding frequency, though the age of disability onset did not. These findings are consistent with social identity theory, in that those individual differences and disability attributes that shape social identities also appear to affect decisions to request disability accommodation. In practical terms, managers need to not only be supportive of disability accommodation requests but also recognize that some employees, such as young persons with disabilities, may need even more support, and support in a form that affirms or minimizes threats to other salient identities, such as their youth. Additional implications for management research and practice are discussed.
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David Baldridge and Michele Swift "Withholding Requests For Disability Accommodation: The Influence Of Individual And Situational Attributes" Journal of Management 743-762 pages 2013 View on: Google Scholar

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