Although the United States is home to more than 15 million military veterans, who make up over six per cent of the national workforce, relatively little is known about their measurable economic impact. While veteran employment is often discussed in terms of transition challenges or workforce participation, rigorous quantitative research examining how veterans contribute to organisational and economic outcomes remains limited. Given the size of this population and the depth of training, leadership, and operational experience associated with military service, this lack of empirical evidence represents a significant gap in management and labour research.

This absence became clear to Daniel Peat, PhD, a scholar at the University of Cincinnati who specialises in military-affected individuals in business management. After publishing several academic papers and a book chapter, Peat found that no comprehensive review existed to synthesise research on veterans’ roles and impact within the civilian workforce. He viewed this omission as a sign of an underdeveloped field, noting that integrative reviews are often a marker of scholarly maturity. Without such groundwork, it is difficult for researchers to build cumulative knowledge or for practitioners to draw evidence-based conclusions.

In response, Peat and his colleagues produced a major research review titled “Veterans and military-connected individuals in the civilian workforce: an integrative review and research agenda.” Published in the Organization and Management Journal, the review was designed to consolidate existing findings while also setting clear directions for future study. Rather than treating veteran employment as a niche issue, the authors positioned it firmly within mainstream organisational and management research.

Peat’s perspective is shaped not only by his academic role but also by his own experience as a veteran and as a professor in the Carl H. Lindner College of Business. The review highlights a recurring problem faced by military-connected individuals: their skills and experiences are frequently underutilised in civilian workplaces. This is not due to a lack of ability, but rather to difficulties translating military roles, competencies, and leadership experience into civilian organisational frameworks. As a result, employers may overlook valuable capabilities, leading to missed opportunities for both individuals and organisations.

To develop their analysis, the research team examined the work of 189 authors spanning more than 60 years. Their synthesis revealed that empirical research in this area is not only limited in volume but also narrow in focus. In particular, there is a lack of detailed investigation into the specific barriers military-affiliated workers encounter, such as cultural mismatches, credential recognition, or organisational bias. The authors argue that addressing these gaps through more systematic, data-driven research is essential. Doing so would enable organisations to design better support structures and help ensure that veterans’ contributions are fully recognised and effectively integrated into the civilian workforce.

More information: Daniel Peat et al, Veterans and military-connected individuals in the civilian workforce: an integrative review and research agenda, Organization Management Journal. DOI: 10.1108/OMJ-10-2024-2323

Journal information: Organization Management Journal Provided by University of Cincinnati