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Academic Journal
Management

“Conceptualizing disability accommodation device acceptance by workgroups through a sociomaterial lens”

Purpose. Persons with disabilities (PWD) are among the largest and most diverse minority groups and among the most disadvantaged in terms of employment. Entrepreneurial pursuit is often advocated as a path toward employment, inclusion, and equality, yet few studies have investigated earning variation among PWD.

Design/methodology/approach. The authors draw on social cognitive career theory (SCCT), and the disability employment and entrepreneurship literature to develop hypotheses about who among PWD are likely to earn more (less) from entrepreneurial pursuits. The authors then conduct analyses on the nationally representative sample of the Canadian Survey on Disability (CSD) by including all PWD engaged in entrepreneurial pursuit, and matching each to an organizationally employed counterpart of the same gender and race and of similar age and disability severity (n ≈ 810).

Findings. Entrepreneurial pursuit has a stronger negative association with the earnings of PWD who experience earlier disability onset ages, those who report more unmet accommodation needs, and those who are female.

Originality/value. First, this study applies SCCT to help bridge the literature on organizational employment barriers for PWD and entrepreneurs with disabilities. Second, we call into question the logic of neoliberalism about entrepreneurship by showing that barriers to organizational employment impact entrepreneurial pursuit decisions and thereby earnings. Third, we extend the understanding of entrepreneurial earnings among PWD by examining understudied disability attributes and demographic attributes. Lastly, this study is among the first to use a matched sample to empirically test the impact of entrepreneurial pursuit on the earnings of PWD.
Details

285-299 pages 2023 Emerald Publishing Limited Mukta Kulkarni David Baldridge Michele Swift

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.
Details

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.
Details

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.
Details

791-817 pages 2016 Tim Carroll Samina Karim Chris Long View on: Google Scholar