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Challenges of organizational learning: perpetuation of discrimination against employees with disabilities
dc.contributor.authorWooten, Lynn Perryen_US
dc.contributor.authorJames, Erika Hayesen_US
dc.date.accessioned2006-04-19T13:58:08Z
dc.date.available2006-04-19T13:58:08Z
dc.date.issued2005-01en_US
dc.identifier.citationWooten, Lynn Perry; James, Erika Hayes (2005)."Challenges of organizational learning: perpetuation of discrimination against employees with disabilities." Behavioral Sciences and the Law 23(1): 123-141. <http://hdl.handle.net/2027.42/34916>en_US
dc.identifier.issn0735-3936en_US
dc.identifier.issn1099-0798en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/34916
dc.identifier.urihttp://www.ncbi.nlm.nih.gov/sites/entrez?cmd=retrieve&db=pubmed&list_uids=15706599&dopt=citationen_US
dc.description.abstractThis article examines why organizations struggle with learning how to prevent discrimination against their employees with disabilities. To explore this issue, qualitative archival data were collected and analyzed from 53 Americans with Disabilities Act (ADA) lawsuits filed against 44 organizations. Theoretical analysis of the qualitative data suggests that several organizationally based learning theories explain the difficulty organizations have with creating a disability-friendly work environment. These barriers to learning are embedded in complex defense mechanisms and discriminatory organizational routines. Furthermore, organizations have difficulties engaging in higher-order and vicarious learning. We conclude the article with examples of successful learning practices as they relate to barriers identified in the qualitative analysis. Copyright © 2005 John Wiley & Sons, Ltd.en_US
dc.format.extent136455 bytes
dc.format.extent3118 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.language.isoen_US
dc.publisherJohn Wiley & Sons, Ltd.en_US
dc.subject.otherPsychologyen_US
dc.titleChallenges of organizational learning: perpetuation of discrimination against employees with disabilitiesen_US
dc.typeArticleen_US
dc.rights.robotsIndexNoFollowen_US
dc.subject.hlbsecondlevelLaw and Legal Studiesen_US
dc.subject.hlbtoplevelGovernment, Politics and Lawen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumAssistant Professor of Corporate Strategy/International Business, School of Business, University of Michigan, 701 Tappan Street, Ann Arbor, MI 48109-1234, U.S.A. ; Assistant Professor of Corporate Strategy/International Business, School of Business, University of Michigan, 701 Tappan Street, Ann Arbor, MI 48109-1234, U.S.A.en_US
dc.contributor.affiliationumAssistant Professor of Corporate Strategy/International Business, School of Business, University of Michigan, 701 Tappan Street, Ann Arbor, MI 48109-1234, U.S.A. ; Erika Hayes James is an Associate Professor of Business Administration, Darden School of Business, University of Virginia, Charlottesville, VA 22906, U.S.A. Telephone: 434-924-4796.en_US
dc.identifier.pmid15706599en_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/34916/1/630_ftp.pdfen_US
dc.identifier.doihttp://dx.doi.org/10.1002/bsl.630en_US
dc.identifier.sourceBehavioral Sciences and the Lawen_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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