<p> This dissertation investigated the association of course delivery method with persistence of first-time, beginning, and transfer nontraditional undergraduate students at two public universities over a 6-year period (2009&ndash;2015). Research exists on nontraditional undergraduates, nontraditional instructional methods/delivery, and persistence among college students; however, most research does not combine these constructs in the way this dissertation has. This dissertation adds to research on persistence among a little researched, but large and growing, population in higher education, nontraditional students, by examining the association of course delivery methods with their persistence. Analysis of the data sets revealed strong persistence results at Rush (77%) and Southeast (68%), well above persistence for first-time beginning and transfer students entering in Fall 2009 or Spring 2010 at the two institutions, and exceeding rates reported in other studies of nontraditional students. Logistic regression did not support the researcher&rsquo;s original non-directional hypothesis that course delivery method may be associated with persistence among nontraditional students at these two institutions. This dissertation study adds to research in four ways: (a) inclusion of an institutional lens added contextual data for better understanding of the quantitative result; (b) considering course delivery method as a factor in persistence; (c) providing contrast to the deficit perspective of attrition by focusing on persistence; and (d) adding evidence to the importance of multiple, cross-campus strategies that respond to student needs.</p>

<p> Graduating globally conscious citizens, prepared to lead in a global society and serve competently in their communities, is a mission for institutions of higher learning. Short-term study abroad programs with service-learning components have increased in favor toward exposing more students to international engagement, however, few studies explore socially responsible leadership development from these programs and fewer reveal participant perspectives. The purpose of the qualitative case study was to explore and interpret perceptions had by undergraduates and faculty leaders on socially responsible leadership development from participation in the short-term, faculty-led international service-learning component of a capstone course. Utilizing the Social Change Model of Leadership Development to guide the research and organize the findings allowed a thorough exploration of the constructs, identification of experiential learning and transformative learning, along with short-term international service-learning. Findings revealed engagement, reflection, and communication were integral to socially responsible leadership development as well as challenging bias and assumption, change in perspective, trust, skill contribution, global consciousness, and knowledge acquisition. A short-term, faculty-led international service-learning experience embedded within a capstone could develop socially responsible leadership in undergraduates thus influencing their global citizenship. Recommendations for practice include considering the maturity level and learning styles of participants to reduce disengagement and enhance learning and development for all students. Future research could document the longitudinal effect of short-term international service-learning on former participants&rsquo; socially responsible leadership.</p>

<p> The purpose of this study is to identify the importance of the manager's relationship with frontline staff. There continues to be a need for top leadership to understand clearly and value this relationship and provide managers with the support they need to deliver on their visions, missions, and corporate goals. The manager-staff relationship sets the tone for the frontline staff and creates an environment of trust. The communication the manager provides is pivotal to helping staffs understand the goals and vision top leadership established. In addition, the positive atmosphere created by this relationship helps to cement the staffs' commitment to the organization and reduces the turnover rate because job satisfaction increases. The positive impact on the morale of staffs by the manager-staff relationship is well documented in the literature. In a high-performing organization, communication flows both vertically and laterally (Robbins &amp; Judge, 2010). That is, leaders and managers pass communication downward to groups in lower levels and these groups provide feedback to higher-up staffs.</p>

<p> The purpose of the study was to explore the application of the strengths, opportunities, aspirations, and results (SOAR) framework derived from the appreciative inquiry literature and through the lived experiences of California-based association management and non-profit executives leading professional societies, trade associations, or foundations. In addition, this research, using phenomenological interviewing techniques, aimed to determine whether or not association management executives working in California-based professional societies and trade associations changed their individual thought processes or behaviors as a result of attending a professional development program that demonstrated the SOAR framework. The research questions that guided this research were: (a) what changed mindsets were experienced as a result of an understanding with the SOAR framework in the strategic thinking process? and (b) what changed mindsets and organizational application were experienced as a result of an understanding with the SOAR framework in the strategic thinking process? </p><p> This qualitative study, using semi-structured interview questions, sought to explore and document the experiences of California-based senior association management executives with SOAR framework. This research aimed to add to the body of knowledge of SOAR as a result of expanded individual and organizational application of this approach as compared to other strategic thinking experiences. The study documents comparisons, by the non-profit executives involved in this study, between the more commonly known strategic thinking of strengths, weaknesses, opportunities, and threats (SWOT) analysis and the positivity-focused SOAR framework.</p>

<p> The US airline industry has seen its share of woes with increased oil prices, several wars, acts of terrorism, and economic meltdowns to name a few. US Airlines have been challenged financially as evidenced by the realities of airline bankruptcies experienced by several legacy carriers that have struggled to remain financially viable. However, one major US airline and legacy carrier was for many years able to withstand the perils of bankruptcy, possible in most part due to the sacrifices made by its employees. This sacrifice was significant as the majority of an airline's total costs can be attributed to unionized labor. In what they believed to be a sacrifice that all employees would share, unionized flight attendants at Airline XYZ took a significant pay cut to help keep the airline out of bankruptcy, only to later see executives at the company receive bonuses while they continued to see cuts in labor and benefits. This study examines the sacrifices made by flight attendants at this major US airline, management, and the concept of broken agreements experienced in the aftermath of those sacrifices. It explores the concept of broken agreements and the perception of inequity as they relate to flight attendants and their decision to leave their careers at Airline XYZ.</p>

<p> This study explored perceptions of Public Relations (PR) among graduate higher education publics regarding distance learning as contrasted with face-to-face learning contexts. The research questions assessed student, faculty and administrator perceptions of characteristics of PR: trust, communication, quality, respect and rigor.</p><p> Participants included students and professors who had experienced both online and face-to-face learning, as well as administrators from two private universities. The larger of the two schools was in the Midwest region of the United States, and at the time of this study, was relatively new to online instruction. The smaller school was located in the Southeast region and offered an established online instruction program. Survey responses were collected from 69 students and 108 faculty, staff, and administrators. Out of those surveyed, six students, seven faculty, and six administrators were interviewed. Furthermore, I interviewed three human resources administrators from educational establishments who had experience hiring people with graduate education degrees. In addition, I analyzed student evaluations of courses taught both online and face-to-face at the smaller university. </p><p> Following completion of qualitative coding of interview data, examination of numeric descriptive trends within survey responses, and analysis of course evaluations, the findings revealed overall positive perceptions with strengths identified in online communication, respect, and rigor and weaknesses in trust and quality. Recommended improvements included strengthening academic integrity efforts through the consistent use of anti-plagiarism software and implementation of a rigorous culture of ethical enforcement. There is also a need for proactive provision of professional development for online teaching to provide the most student-efficient distance learning environment. Additionally, results of this study indicated a need for restructure of student evaluations of teaching to ensure assessment of the unique dynamics of online coursework. </p><p> The significance of these findings is two-fold: First, the data can potentially help university administrators effectively connect with internal and external publics and possibly foster collaboration between administration, faculty, and PR staff. Secondly, the insights reported from the analyzed data may be useful in rationalizing institutional beliefs and subsequent needs when writing departmental or institutional strategic improvement plans.</p>

<p> Disruptive Innovation theory explains how industry entrants can defeat established firms and quickly gain a significant share of their key markets, in spite of the fact that incumbents tend to be significantly more experienced and better resourced. The theory has been criticized for being underspecified: whilst the general mechanics of the phenomenon of disruptive innovation are clear, it has not been established which individual variables are essential to the process and which ones are merely ancillary. As a consequence, to date it has not been possible to build a predictive model on the basis of the theory managers can use to assess the disruptive potential of their own and their competitors' innovation projects. In this research project the predictive power of each of the main variables that are mentioned in the literature has been assessed on the basis of a qualitative analysis of five real world case studies. Only variables for which information can be collected using publicly available data <i>before</i> disruption happens have been retained. By clarifying the detail of disruptive innovation theory, this study has been able to address a key issue in the debate, namely, whether products that are more expensive and more complex than the market standard can ever be classified as 'disruptive innovations' or whether they should always be regarded as 'high-end anomalies'. In this study two distinct disruptive innovation strategies have been identified based on the current phase of the product life cycle, the current focus of mainstream demand and the market segments first targeted when coming to market. The first strategy entails growing an existing market by moving the focus of demand on to a secondary market driver as soon as customers begin to lose their willingness to pay a premium for upgrades in the performance areas they historically used to value. Early on in the product life cycle, disruptors can conquer the mainstream market 'from above' with products that are different and more reliable or more convenient <i> but not simpler or cheaper.</i> The second strategy creates a new separate market by offering a radically new type of additional functionality. Over time the new market replaces the old market. These products are likely to be expensive because of their small production run and difficult to use because they are the first models of their kind. High-end customers constitute a natural foothold market for these products as they are wealthy and highly skilled. </p>

Thesis (Educat. D.)--Fairleigh Dickinson University, 1983. / Source: Dissertation Abstracts International, Volume: 44-01, Section: A, page: 0216.

Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2006. / Source: Dissertation Abstracts International, Volume: 67-11, Section: A, page: 4261. Adviser: David M. Gardner. Includes bibliographical references (leaves 132-149) Available on microfilm from Pro Quest Information and Learning.

<p> Internal controls play critical roles in all organizations. Internal control weaknesses that have resulted in accounting fraud have global and local ramifications including job and investment losses. The ramifications have been felt globally in the United States, Britain, China, and locally, in Northern Virginia. Weak internal controls or the lack thereof was the most preeminent factor contributing to accounting fraud. Many studies have discretely and narrowly examined either internal control weaknesses or fraud. Consequently, there was a dearth of research on internal control failures that have resulted in accounting fraud. The problem addressed in this study was the need to understand accountants&rsquo; perspectives on how they detected and handled internal control weaknesses within their organizations and their perceptions of their preparedness to detect and prevent fraud based on the academic and on-the-job training they have received. The purpose of this qualitative multiple case study was to describe how accountants in the Northern Virginia area detected and handled internal control weaknesses within their organizations and their perceptions of their preparedness to detect and prevent fraud based on the academic and on-the-job training they received. In this study, informal face-to-face, open-ended semi-structured interviews and document review were conducted. Purposive snowball and criterion sampling were used to recruit 15 professional accountants. Lists maintained by professional accounting organizations were used to identify members who met the study criteria. Data were analyzed using qualitative content analyses to identify themes related to the research questions. Results indicated that lack of monitoring preeminently contributed to fraud. However, accountants shared strategies they used to detect and prevent internal control weaknesses and accounting fraud within their organizations. Additionally, accountants received inadequate internal control and fraud training both in college and from their employers. Recommendations for practical application include providing accountants with adequate internal control and fraud training in college and by employers. Future research should explore organizational managements&rsquo; perspectives on internal control weaknesses that resulted in accounting fraud to shed more light on the pervasiveness of the deficiencies identified. This study was limited to accountants in Northern Virginia, future research may replicate this study, but in different geographic locations.</p>