Faculty Research

Search Publications

Recent Journal Publications by COB Faculty

Search Publications

Filter & Sort Results: 341
[clear]
Publication Type Publication Type
Discipline Discipline
Year Published Year Published

Sort by

Apply
Cancel
Showing results for: ""
Results:
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.
Full Details

Alex Bolinger, Anthony Klotz and Keith Leavitt "Contributing from Inside the Outer Circle: The Identity-Based Effects of Noncore Role Incumbents on Group Relational Coordination and Organizational Climate" Academy of Management Review 680-703 pages 2018 View on: Google Scholar

Full Details
Academic Journal
Management

“Creative destruction in science”

Full Details

Warren Tierney, Jay Hardy, Charlie Ebersole, Keith Leavitt, Domenico Viagnola, Elena Clemente, Anna Dreber, Magnus Johannesson, Thomas Pfeiffer, Hiring Decisions Forecasting Collaboration and Eric Uhlmann "Creative destruction in science" Organizational Behavior and Human Decision Processes 291-309 pages 2020 View on: Google Scholar

Full Details
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.
Full Details

A. Huffman, E. Craddock, Satoris Howes and Z. Klinefelter "Decision-making and exchange processes of dual-military couples: A review and suggested strategies for navigating multiple roles" Military Psychology 11-26 pages 2017 View on: Google Scholar

Full Details
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.
Full Details

Tim Carroll, Samina Karim and Chris Long "Delaying Change: Examining How Industry and Managerial Turbulence Impact Structural Realignment" Academy of Management Journal 791-817 pages 2016 View on: Google Scholar

Full Details
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.
Full Details

Tim Carroll, Thomas Gormley, Vincent Bilardo, Richard Burton and Keith Woodman "Designing a New Organization at NASA: An Organization Design Process Using Simulation" Organization Science 171-312 pages 2006 View on: Google Scholar

Full Details
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.
Full Details

Tim Carroll "Designing organizations for exploration and exploitation" Journal of Organization Design 5 pages pages 2012 View on: Google Scholar

Full Details