Kevin D. Carlson
Associate Professor
Office: Pamplin 2094
Office Hours:
- To be determined
Phone: 540-231-4990
Fax: 540-231-3076
Email: kevinc@vt.edu
Education
B.S., Iowa State University, 1982
M.B.A., University of South Dakota, 1991
Ph.D., Iowa State University, 1997
Biography
Kevin D. Carlson (Ph.D., University of Iowa) is an associate professor of Management. His teaching interests include staffing, training and development, productivity improvement, and the effective use of technology in organizations. Prior to beginning his graduate studies, he worked for Cargill, Incorporated and later in the Iowa Community College system as an administrator and instructor of business and microcomputer courses.
Dr. Carlson has published research on a wide variety of Topics related to the measurement and evaluation of individual, process and organizational effectiveness. His work has been published in the Journal of Applied Psychology, Personnel Psychology, Journal of Management, IHRIM Journal, and Personnel Review. He has published book chapters on the evaluation of recruitment effectiveness in New Directions in Human Resource Management and how we could enhance the rate of knowledge growth in management research by adopting a Cumulative Knowledge Perspective toward management research (with Dr. Don Hatfield) in Research Methodology in Strategy and Management. He has presented papers at the meetings of the Academy of Management , the Society for Industrial and Organizational Psychology, the International Association for Human Resource Information Management (IHRIM), and the National Institute for Staff and Organizational Development.
His current research interests center on improving individual and organizational effectiveness. Ongoing research is examining the determinants of individual performance and how knowledge impacts individual and organizational outcomes. Key components of this research include understanding how knowledge conceptualizations influence knowledge management efforts, organizational metrics, specifically addressing how information systems capabilities can be most effectively utilized for enhancing organization performance. Central to this effort is a reexamination of human capital metrics and their application in light of the dramatically reduced costs of assessment activities and the increased access to information possible with currently deployed integrated human resource information systems.