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Large corporate policy changes usually take the form of a top-down approach based on a clearly envisioned routine and an implementation plan. Yet, the authors report on a study of a bottom-up approach in which key members of a service company created a new hiring routine that supported a company-wide new human resource management (HRM) hiring policy without any prior envisioned plan. We pay particularly close attention to the perspectives of this company’s HRM professionals, line managers, and middle-level managers. The authors used the literature on routine dynamics to examine in detail which actions were taken by key members in this organization to create the new hiring routine. Through in-depth interviews, the authors found that line managers, HRM professionals, and middle-level managers significantly differed in their points of view regarding their role in the new hiring routine, and how it should work best. As a result of these different points of view, the actors took different actions that nonetheless contributed to building the new routine including creating new internal and external connections, supplying expertise, and ensuring oversight of the new way of hiring. The authors also observed that the creation of this new routine also implied conflicts as a result of different points of view and actions. Nonetheless, the end result was the establishment of a new company-wide accepted hiring routine that even surpassed the expectations of top management. With this study, the authors contribute to the literature on routine dynamics by demonstrating the generative potential of multiple points of view and conflicts in creating new routines involved in large corporate policy change by showing how misalignments between the actors’ perspectives do not need to hamper the creation of new action patterns but rather support it.

The objective of this paper was to identify and analyze barriers to hiring persons with disabilities from the perspective of employers and persons with disabilities.

A scoping review was used to evaluate both evidence and grey literature. An integrative analysis was employed to explicate the most salient macro and meso level barriers that limit the hiring of persons with disabilities.

A total of 38 articles from 6,480 evidence literature and 19 documents from grey literature were included in data extraction. Barriers included: negative attitudes in society, by employers and coworkers (macro and meso); workplace barriers (meso) were about lack of employer knowledge of performance skill and capacity of persons with disabilities, and the lack of awareness of disability and the management of disability-related issues in hiring and retention; and service delivery system barriers (macro) were focused on the lack of integration of services and policies to promote hiring and retention.

Knowledge gained furthers the understanding of the breadth of social, workplace and service delivery system obstacles that restrict the entry into the labor marker for persons with disabilities.

Barriers to employment for persons with disabilities at the macro and meso level are evident in the literature and they remain persistent over time despite best efforts to promote inclusion. Findings in this review point to the need for more specific critical research on the persistence of social, workplace and service delivery system barriers as well as the need for pragmatic approaches to change through partnering and development of targeted information to support employers in hiring and employing persons with disabilities.

Myra Gordon (2004) argues that “the real reason for a general failure to diversify lies in the culture and practices typically associated with faculty hiring” (p. 184). This chapter examines the faculty hiring process and how it contributes to the underrepresentation of female faculty of color and to what happens to them if they are hired. Drawing on the existing literature and insights from critical theory and signal theory, the dissection of the process considers how institutionalized norms characteristic of the dominant group in the academy (white, males) play a role in the exclusion (oppression) of nontraditional candidates, and signal their fit with those norms.

Developing structures and processes that support learning and knowledge creation has become an area of extensive study. This paper describes dimensions of knowledge that were needed in integrating theory and practice for an applied research project. The project involved team members from university, business and consulting organizations. The knowledge created through this team structure was inherently multi-dimensional, with theoretical, practicable, educable and evidentiary components. The paper concludes with considerations for how the essence of this project team structure might be replicated for organizational knowledge creation in American industry.

We present a simulation designed to capture the impact of both formal authority ties and informal socialization ties on the performance of an organization adapting to a turbulent world. We present a summary of three key models that informed our approach and then outline and describe the operation of our resulting simulation. Using an experiment that manipulated both the authority network structure and the stress the organization placed on socialization, we show inefficient authority structures harm performance, and also that socialization has a strong and nonlinear impact on peak organizational performance and on the performance of top management. We also present a case study, instantiating the general model with the specific context of a real-world organization. Finally, our integrated multimodel suggests that companies should pursue different strategies in hiring key strategic actors than they do for other actors.

Company programs to hire military veterans and Olympic athletes represent a convergence of responsibilities, interests, and opportunities for human resources (HR) and public relations (PR) staffs. These employment initiatives often reflect corporate social responsibility (CSR) values as well as business goals. This chapter explores why companies create special hiring programs, how they are integrated into an HR function, and the role of PR in communicating about the program as part of a socially responsible mission. Though distinctive in their roles – HR in managing corporate staffing and PR in shaping a company’s image and promoting its brands – these two functions can jointly amplify the value and impact of special hiring programs.