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Bridging the knowing-doing gap: Researching a new approach to disability and employment programming.

Despite significant program efforts since the ADA was passed in 1990, the employment rates of people with disabilities have changed little. While the causes behind these disappointing outcomes are multi-facetted and complex, it is clear that a knowing-doing gap has limited the effectiveness of effor...

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Published in:Journal of Vocational Rehabilitation Vol. 39; no. 1; pp. 43 - 61
Main Authors: Rudstam, Hannah, Hittleman, Margo, Pi, Sukyeong, Gower, Wendy Strobel
Format: research tables/charts Journal Article
Published: Sage Publications Inc. 2013
Online Access:View this record in EBSCOhost
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      dt: 2013
      vid: 39
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      pub: Sage Publications Inc.
      place: Thousand Oaks, California
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        atl: Bridging the knowing-doing gap: Researching a new approach to disability and employment programming.
      aug:
        au:
          Rudstam, Hannah
          Hittleman, Margo
          Pi, Sukyeong
          Gower, Wendy Strobel
        affil: Northeast ADA Center, Cornell University, Ithaca, NY, USA
      sug:
        subj:
          Persons with Disabilities United States
          Employment United States
          Organizational Change
          United States
          Human
          Grounded Theory
          Interviews
          Americans with Disabilities Act
          Education, Non-Traditional
          Questionnaires
          Coding
          Paired T-Tests
          Personnel Recruitment
          Funding Source
      ab: Despite significant program efforts since the ADA was passed in 1990, the employment rates of people with disabilities have changed little. While the causes behind these disappointing outcomes are multi-facetted and complex, it is clear that a knowing-doing gap has limited the effectiveness of efforts to change these disappointing statistics. That is, though employers have a basic knowledge of the ADA, this knowledge is largely not being translated into actions or practices. Approaches are needed that go beyond merely disseminating information to actively engage employers in bringing about organizational change. We designed, implemented and researched a program aiming to bridge the knowing-doing gap. This program was based on a blended learning approach designed to build organizational change strategies and partnerships. A comprehensive program research effort included both a measure of immediate program impact (using the BIAT - a researcher-developed and validated tool) and longer-term impact (using a grounded theory, open-ended interviewing protocol). Implications for further research and practice are discussed using findings from both the short-term and long-term studies.
      pubtype: Academic Journal
      doctype:
        research
        tables/charts
        Journal Article
      ougenre: Article
    language: English
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