00631nas a2200157   4500008004100000245011000041210006900151260001900220653001500239100001500254700001500269700001300284700002100297700001300318856014200331       2023                        eng d00aSupervisor incivility and counterproductive work behaviors: Does employee disability age of onset matter?0 aSupervisor incivility and counterproductive work behaviors Does   aMiami FLc202310aManagement1 aWolburg, F1 aTaylor, MR1 aYang, LQ1 aBaldridge, David1 aLyons, B  uhttps://dev.business.oregonstate.edu/biblio/supervisor-incivility-and-counterproductive-work-behaviors-does-employee-disability-age-onset01536nas a2200133   4500008004100000245005700041210005300098260000900151520112100160653001501281100002101296700002001317856006501337       2017                        eng d00aThe Shaping of Sustainable Careers Post Hearing Loss0 aShaping of Sustainable Careers Post Hearing Loss  c20173 aThrough 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.10aManagement1 aBaldridge, David1 aKulkarni, Mukta  uhttp://journals.sagepub.com/doi/abs/10.1177/001872671668738800446nas a2200121   4500008004100000245005700041210005300098260002100151653001500172100002100187700002000208856009600228       2017                        eng d00aTHE SHAPING OF SUSTAINABLE CAREERS POST HEARING LOSS0 aSHAPING OF SUSTAINABLE CAREERS POST HEARING LOSS  aOrlando FLc201710aManagement1 aBaldridge, David1 aKulkarni, Mukta  uhttps://dev.business.oregonstate.edu/biblio/shaping-sustainable-careers-post-hearing-loss-002041nas a2200169   4500008004100000245009400041210006900135260000900204300001200213490000700225520144200232653001501674100002101689700002201710700001801732856012101750       2006                        eng d00aSaying "no" to being uprooted: The impact of family and gender on willingness to relocate0 aSaying no to being uprooted The impact of family and gender on w  c2006  a131-1490 v793 aAlthough career research contends that women managers and professionals are less willing than men to relocate, much of the previous research has been either limited by comparative sampling issues, or has not fully accounted for the role of family. To address these issues we gathered survey data from managers and professionals in 102 large companies by identifying pairs of individuals from each firm who worked in the same division, location, and functional area, who were similar in age (± 5 years), yet differed in gender ” resulting in a comparatively matched sample of 333 male and 333 female respondents. To account for the role of family, we tested a model that first controlled for the impact of previous determinants of willingness to relocate, and then examined the impact of four family attributes including spouse's contribution to family income, presence of preschool-aged children at home, and the perceived strength of spouse's and children's community ties. We also examined the moderating role of gender in explaining the impact of these attributes. Results indicate that the inclusion of family attributes increased the amount of variance explained in our regression model. Moreover, beyond substantiating a significant main effect for gender ” that is, women managers are less willing to relocate ” we also found that gender interacts with family attributes to further dampen a woman's willingness to relocate.10aManagement1 aBaldridge, David1 aEddleston, K., A.1 aVeiga, J., F.  uhttps://dev.business.oregonstate.edu/biblio/saying-no-being-uprooted-impact-family-and-gender-willingness-relocate-0