Den här studien syftar till att undersöka serviceerbjudande för logistisk outsourcing genom 3PL och 4PL leverantörer och deras roll i leveranskedjor. Detta med bakgrunden för de trender som finns inom branschen gällande outsourcing, där företag efterfrågar nya smarta lösningar för deras verksamheter och för att bibehålla och stärka sin konkurrenskraft.  För att undersöka dessa förhållanden har en kvalitativ studie genomförts, där fyra informanter har deltagit i semistrukturerade intervjuer mot frågor som framtagits med grund i de teorier som presenteras. Informanterna som deltagit har bakgrund inom företag som tillhandahåller tjänster inom både 3PL och 4PL. Vad som konstaterats i analysen är hur de olika alternativen skiljer sig, främst i det fysiska resursutnyttjandet, men även de likheter i hur större värden kan ges till kundorganisationer. Av studien så kan ett vidare behov av både forskning och utveckling av tjänsterna ses för differentiera de två alternativen för logistisk outsourcing. / This study seeks to examine the different service offers for logistical outsourcing through 3PL and 4PL suppliers and their role in supply chains. This with the background of the trends within the industry regarding outsourcing, where companies are seeking new and smart solutions for their business, and to maintain and strengthen their competitiveness. To examine these relationships of the suppliers, a qualitative study has been conducted, where four informants have participated in semi structured interviews with questions that have their base in the presented theories. The informants that participated in the study have their background in supplier-companies with services of both 3PL and 4PL solutions. The analysis of the empirical material gathered through the interviews has shown how the solutions differ, primarily in regards to their physical resource utilization, but also the similarities in how greater values can be created for the customer organizations. Through the study the need for both research and development of services can be seen, to be able to differentiate the two alternatives for logistical outsourcing.

Introduction: This thesis examines skills and competencies among librarians staffing the service points (reference desks) at Uppsala university library. It analyzes and compares different ways to achieve knowledge and skills, such as education and experience. Focus is placed on a wiki that is used both as a team workspace and as a database containing work practice, instructions and information that is considered useful in information services. Method: Six semi-structured interviews were conducted with librarians. The interviews were recorded and transcribed. Recurring themes in the transcripts that were considered of particular importance were highlighted with codes to simplify analysis. Analysis: A qualitative analysis was made, inspired by practice theory. Some themes in the interviews were confirmed by practice theory, while others were interpreted as contradictive. Some contradictions in the librarian’s narratives could be explained by theory as being common constructions about the nature of knowledge. Results and conclusion: While education in library- and information science may be important in other parts of the profession, the librarians did not find it very relevant when working in information services, which could be considered a particularly practical part of the profession. However, while the theoretical content of the education was considered of low relevance, the experience of being a student was considered more important, as it helps in understanding the needs of the students who seek help at the reference desk. The wiki was found to be an appreciated tool, but arguments are made that it can’t replace the importance of having practical experience, and that it can’t record so called ”tacit knowledge”. This is a two years master’s thesis in Library and Information Science.

企業的策略制定與執行並非一成不變的，必須依產業的變化、競爭的動態況、及本身的資源多寡，隨時檢視是否需要加以修正，如此才能讓企業立於不敗之地，達成永續經營。在產業的生命週期步入成熟期以後，單靠『產品創新』與『流程創新』均不足以維持企業的競爭力，必須藉由『策略創新』來接續企業的生命力，所謂的『策略創新』也就是重組價值鏈，傳統上，許多企業對於重組價值鏈的做法是進行『垂直整合』。但在核心能力（Core Competency）的觀念普遍化之後，管理的鐘擺又朝向了垂直分工，於是降低垂直整合反而成為風尚，企業開始更加注重專注、輕裝、簡捷，把競爭力的重點放在自己最為優勢的領域，對於非核心能力價值活動，企業改以外包的方式來取代。 關於垂直整合策略或分工策略的相關研究，過去雖有諸多文獻探討，但其研究方向多著重在策略形成的動機、效益、成本、影響因素及與經營績效的關係，對於垂直整合的關鍵成功因素，及垂直整合策略在執行過程，若面對外在環境的變化需要調整時，引發策略需要改變的內外在因素為何？如何進行策略調整？以及如何進行策略調整後的管理，這些在過去的文獻中則較少學者加以探討，因此，本研究擬以與民眾生活密不可分的小家電產業為研究對象，探討以下問題，並希望能為小家電產業帶來實質的貢獻。 一、 導致企業由『垂直整合策略』走向分工的因素為何？ 二、 企業應如何由『垂直整合策略』調整至『分工策略』？ 三、 如何進行分工後外包的管理？ 本研究以文獻探討為基礎，進行研究架構的發展，而在個案公司應具有代表性的考量下，選擇全球最大的小家電供應商-燦坤集團的小家電部門為研究對象，透過個案分析與資料整理，本研究獲得如下的結論： 一、 導致企業由『垂直整合策略』走向『分工策略』的因素 (一)、內在因素：垂直整合項目若未掌握關鍵成功因素，尤其是背離了『在可以成為核心能力的價值活動進行整合』，在經歷一定時間後，將會導致文獻中所提及的垂直整合的成本，且不斷地升高。 (二)、外在因素：當『產業規模經濟』的良性循環所彰顯的利益超越企業進行垂直整合的利益時，企業將會將『垂直整合策略』調整至『分工策略』，改以外包取代自製。所以，企業進行外包的動機，從個案公司的研究中得知，除部分項目與文獻所提的不同外，其餘項目諸如專注於核心能力，將資源聚焦，避免或減少資本支出、減少材料的損耗，及降低無效率，以取得較低的成本，改進服務的績效等，均與學者Lomas (1997) 與 Mariotti (1996) 提出的企業進行外包的動機相符。 二、 企業應如何由『垂直整合策略』調整至『分工策略』？ 關於企業由『垂直整合策略』調整至『分工策略』的方法，結合文獻與個案研究的結果，本研究認為應包含三個部分，第一是決定外包的標的，第二是遵循外包的流程，第三是掌握外包的關鍵成功因素。在選擇外包的標的上，企業應將非核心或無效率的值值活動予以外包；而在外包的流程上，有二十一項的程序必須加以遵循。 外包的流程與外包的關鍵成功因素，兩者為一體兩面。 三、 如何進行分工後外包的管理？ 關於如何做好分工後外包廠商的管理，本研究獲致的結論包含兩大部分： (一)、中心思想：企業在進行分工後的管理，必須與供應商構築穩固的關係，經由更好的協調，共同降低價值鏈中的成本，同時持續加以管理。 (二)、具體作法：此包括兩個部分，第一個部分是『建立分工後的管理作業程序』，包括改善作業流程及建立標準作業規範、組織與工作權責調整；第二個部分是『建立中衛體系運作的管理模型』。包括成立外包廠輔導小組主動協助改善外包廠之體質，包括管理、財務、技術、製程、行銷等功能，並透過衛星工廠管理辦法之建立及以衛星工廠聯誼會為溝通平台，使中心廠與外包廠之間保持連繫，發揮互相依賴、庇護、相輔相成的作用。 最後，本研究對個案公司及其他小家電企業提出如下的建議： (一)、對個案公司的建議 1、慎選有競爭力的外包廠。 2、以平等地位對待外包廠，互相合作、共存共榮。 3、快速落實合約，及標準作業規範，縮短磨合期。 4、規劃導入中衛發展中心所建議的，分工後管理外包的作法。 5、朝OVM的模式發展，研發更高附加價值的產品，以更多的專利，建立競爭障礙。 6、在中國市場重塑並發展自有品牌。 (1)、增加研發資源，積極開發符合中國人消費特點的小家電產品。 (2)、以代理、借牌、併購等方式取得國際品牌，進入中國小家電市場。 (二)、對其他小家電企業的建議 1、當產業具有產業規模大、企業數目多的特徵時，企業採取垂直整合所達成的規模經濟可以藉由產業之間的分工來達成，因此，垂直合策略與分工策略的選擇上，採取『分工策略』是較佳的策略選擇。 2、若企業因公司整體策略的需要，必須進行垂直整合時，必須把握垂直整合的關鍵成功因素(如表5-1)。 3、原本採取『垂直整合策略』的企業，若需要調整為『分工策略』時，在作法上，企業必須審視自身在『產業價值鏈』的地位，找出『核心能力』所在，集中資源予以強化；對於非核心的價值活動，則適當予以『外包』，借由『產業規模經濟』提升效率、降低成本。而為了確保『外包』的作法能夠成功，企業必須掌握外包的關鍵成功因素，選擇優秀的供應商，以公平、對等的合約與供應商建立起長期而穩定的『夥伴關係』，代替過去的『競爭關係』；同時對外包後的供應鏈進行持續的管理，如此才能成功的達成策略轉折的目的。 / To ensure sustainable development of a company, the relevant business strategies should be reviewed and adjusted from time to time, taking into account changes in the industry, dynamic status of competition and the availability of resources. Once the industry has entered the maturity stage of its life cycle, “Product Innovation” and “Process Innovation” no longer suffice the needs of a company to maintain its competitiveness in the market. “Strategic Innovation”, therefore, would be the key to maintain the vitality of an enterprise. “Strategic Innovation” implies the restructuring of value chain. To achieve this purpose, many companies adopt the traditional approach, i.e., vertical integration. With the popularity of the “Core Competency” concepts, however, the management focus has been shifted to “Vertical Disintegration”. Business entities have since paid more attention to achieving a concentrated, efficient and easily-mobile organizational structure, endeavoring to build up the company’s competitiveness by enhancing its key advantages. Value activities which do not involve the core competencies, therefore, are outsourced. From the existing literature, we can find that a lot of research has been done on both vertical integration and disintegration strategies. Less literature was found, however, about the key success factors for vertical integration, the internal/external factors necessitating strategic adjustments due to relevant changes in the external environment, methodologies for such strategic adjustments, as well as the management direction after the strategic adjustment, etc. In this research, therefore, we shall probe the following issues, focusing on the small home appliances industry: 1. What are the factors causing the shift of business focus from the “Vertical Integration Strategies” to the “Disintegration Strategies”? 2. Methodologies for companies to make strategic adjustments from the “Vertical Integration Strategies” to the “Disintegration Strategies”. 3. Outsourcing management after the disintegration process. By means of case studies and information integration, we have reached the following conclusion: I. Factors causing the shift of business focus from “Vertical Integration Strategies” to the “Disintegration Strategies”. (I) Internal Factors: Vertical integration may lead to a higher integration cost if the company failed to grasp the key success factors in the integration process, particularly if it failed to conduct the integration “within the scope of value activities which may develop into core competencies of the company”. (II) External Factors: Once the profit generated from the positive cycle of the “industrial economy of scale” has exceeded the profit resulted from the vertical integration, the company will adjust its business direction from the “vertical integration strategy” to the “disintegration strategy”, i.e., outsourcing of business rather than self-manufacturing. II. Methodologies for companies to make strategic adjustments from the “Vertical Integration Strategies” to the “Disintegration Strategies”. Based on results of documentation review and case study, we conclude that the strategic adjustments involve three parts: (1) Determine the business items for outsourcing, (2) Follow the procedures for outsourcing, (3) Grasp the key success factors for outsourcing. III. Outsourcing management after the disintegration process. Based on the results of our study, successful supplier management for outsourced business involves two major aspects: (I) Key Business Philosophy: To achieve successful management after disintegration, the company should build up a solid relationship with its suppliers and, through better coordination and mutual efforts, achieve a cost reduction for the value chain. Continuous efforts should be made in managing the outsourced business. (II) Specific Measures: This also involves two parts: (1) Establishing the “Post-disintegration Management Procedures”, including improved work flow, establishment of standard operational procedures and adjustment of organization and job contents, (2) Building up a management model for the corporate synergy system (CSS). Finally, we have the following recommendations to the target companies of our case study, as well as other small home appliances companies: (I) Recommendation to the target companies of our case study: 1. Carefully select the outsourced suppliers, ensuring their competitiveness in the market. 2. Treat the suppliers fairly. Build up a good partnership to achieve mutual prosperity. 3. Implement the contents of agreements and standard operational procedures speedily and effectively to shorten the period of mutual adaptation. 4. Introduce the methodologies for outsourcing management as recommended by the CSS Development Center. 5. Shift the business direction to the OVM model; make R&D efforts on high-value-adding products; build up barriers to competition by acquiring more patents. 6. Rebuild the brand image and develop self-owned brands in the China market. (1) Increase R&D resources. Aggressively develop small home appliances that can fully meet consumer demand in the China market. (2) Access to the small home appliances market of China through alliance with international brands, by means of distributorship, license-borrowing or acquisition, etc. (II) Recommendations to other small home appliances enterprises 1. For industries featured by large scope and number of companies, an “Economy of Scale” can be achieved by disintegration, rather than the conventional way of vertical integration. Between the options of vertical integration and disintegration, therefore, “disintegration” is a better strategy. 2. In the event that a company needs to adopt the vertical integration strategy to meet its overall strategic requirements, the company should ensure that the key success factors for vertical integration are fully grasped (Table 5-1). 3. For an enterprise contemplating a shift from the “vertical integration” strategy to “disintegration strategy”, it should first review its own position in the industrial value chain and identify its core competencies. The company should then focus its resources on enhancing its core competencies and outsourcing the value activities which do not involve core competencies, wherever deemed appropriate. In other words, the company should endeavor to improve its efficiency and lower costs by achieving an “industrial economy of scale”. To ensure the success of outsourced business, the company should also grasp the key success factors for outsourcing, select high-quality suppliers and build up a long-term and stable “partnership” with the supplier by means of a fair and equally-positioned agreement, instead of the “competitive relationship” in the past. Continuous efforts should be made to manage the value chain after the outsourcing to ensure a successful strategic change.

Approved for public release; distribution in unlimited. / Activity-based costing (ABC) has been widely adopted by the Marine Corps to organize cost management information. The primary focus of ABC is to provide accurate information on the cost of providing a good or service. This thesis presents the application of the ABC methodology to the operations of the Substance Abuse Counseling Center (SACC) aboard Marine Corps Base Hawaii (MCBH). Activities have been examined for a three-year period from fiscal years 2000-2002. The ABC analysis identifies average total resource consumption over the three-year period of $747,099. Detailed information is provided for determining the cost to counsel a Marine, which is $85.84 for a clinical evaluation, $60.57 to provide substance abuse prevention, and $495.35 for a professional consultation. Additional information is provided on SACC value-added and non-value-added activities and how these activities ranked in terms of resource consumption. Finally, the core competencies of the SACC are discussed and a comparison of counseling costs to outside vendors was used to determine if outsourcing of certain SACC processes or activities is an option. / Captain, United States Marine Corps

Le rayonnement des experts scientifiques et techniques porte en lui deux dimensions ; une organisationnelle, favorisant l’émergence et le développement de compétences clés et une individuelle contribuant à la motivation intrinsèque de l’expert. Pendant entrepreneurial du rayonnement des enseignants-chercheurs, le rayonnement des experts est « un élément personnel et organisationnel d’appréciation de la réputation de l’expert, évoluant avec le développement de sa carrière, permettant de décrire ses activités en relation directe avec son domaine d’expertise, à l’intérieur ou à l’extérieur de l’entreprise et de prendre en compte son impact personnel dans sa communauté de pratique de référence ». Sa prise en compte dans les pratiques de gestion des experts permet d’apporter un nouvel éclairage sur des pratiques en quête de renouveau. Sans résoudre l’ensemble des problèmes de la gestion des experts, la recherche prend en compte le rayonnement des experts comme levier d’amélioration de leurs pratiques de gestion. L’objectif est d’analyser le rayonnement des experts dans sa double dimensionnalité. L’étude de cas multiple menée sur quatre grandes entreprises industrielles propose une réflexion sur la contribution du rayonnement des experts à la performance de l’entreprise. Ce lien est conditionné par l’intégration du rayonnement à tous les niveaux hiérarchiques de l’entreprise – au niveau de la stratégie générale, du management stratégique des ressources humaines et de l'opérationnel. Le rayonnement comme levier d’amélioration des pratiques de gestion des experts s’inscrit sur le long terme, permettant à l’entreprise d’identifier et d’anticiper ses besoins en compétences d’experts / Experts’ “outreach” is a two-dimension element. First dimension is organizational dimension, which contributes to core competencies development. Second one is individual dimension, which leads to experts’ intrinsic motivation.Experts’ outreach is the parallel of scientific reputation used for researchers. It can be defined as “a personal and organizational element to appreciate experts’ reputation, which changes with expert’s career development. Outreach can take place inside or outside the organization and also allows to measure expert’s impact on his / her scientific community”. The integration of outreach in experts’ management practices can contribute to improve practices, which need some renewal. The ambition is not to resolve all the already identified problems, but to bear a new perspective on the experts’ management practices. The research aims to study both dimensions of experts’ outreach, linked with the firm performance. A multiple case study is realized to analyze four big industrial firms. The link between outreach and firm performance depends on outreach integration within all the strategic levels of the organization, it means general strategy, strategic human resources management and operational management. To conclude, experts’ outreach contributes to improve experts’ management practices, on a long-term perspective. It allows firms to identify and anticipate their needs of experts’ competences

Made available in DSpace on 2015-12-03T18:32:52Z (GMT). No. of bitstreams: 1 Aimar_Martins_Lopes.pdf: 626644 bytes, checksum: bb23894f8dc9eb8b69a9e9d47085d686 (MD5) Previous issue date: 2005-09-02 / This research has been carried out through an approach that is investigative as well as quantitative making use of primary data together with a convenient sample of company managers in the Great S??o Paulo and based on competence theories. The results have shown that competence derives mainly from the individual's fundamental characteristics, their upbringing (knowledge, ability, attitude), behavior and action towards work. What is more, it has indicated that young managers, MBA/specialization graduates, consider eleven faculties, mainly behavioral ones, as the most efficient: initiative, personal as well as team development and confidence on decision making. The motivation of this research comes from the necessity of professionals to develop faculties that distinguish them from one another, and also of showing, through the accomplishment of a task, the capacity to promote future changes that will support the organization when facing its competitors. This comes as a response to the rapid development of technology, globalization, the growth of new and varied organizations and the new standard of fierce competition, which results in environmental changes and uncertainties never seen before. However, the whole dynamics make the traditional sources of competitive advantages obsolete, overcome by innovation, and rely on the individual's ability to adapt and learn faster. / Esta pesquisa foi realizada atrav??s de uma abordagem explorat??ria, quantitativa com utiliza????o de dados prim??rios junto a uma amostra conveniente de gestores de empresas da Grande S??o Paulo e fundamentada nas teorias de compet??ncia. Os resultados demonstraram que a compet??ncia decorre principalmente das caracter??sticas subjacentes dos indiv??duos, da forma????o (conhecimento, habilidade, atitude), comportamento e a????o diante do trabalho. E que gestores jovens, graduados com MBA/especializa????o percebem onze compet??ncias como as mais eficazes, sendo as principais relacionadas ao comportamento, tais como: iniciativa, desenvolvimento de pessoas e equipes e confian??a na tomada de decis??o, as que mais se destacaram. A motiva????o dessa pesquisa deu-se da necessidade dos profissionais desenvolverem compet??ncias que os distinguem, como tamb??m, de mostrar, atrav??s do desempenho de um trabalho, a capacidade de prover as mudan??as do futuro que sustentem a organiza????o frente aos concorrentes. Isso decorre do desenvolvimento r??pido das tecnologias, globaliza????o, o crescimento de novas e diferenciadas organiza????es e do novo padr??o de competi????o intenso, que cria mudan??as ambientais e incertezas jamais vistas. No entanto, toda essa din??mica, faz com que as fontes tradicionais de vantagens competitivas se tornem obsoletas ou superadas pela pr??pria inova????o, estando na habilidade individual a capacidade de adaptar e aprender mais rapidamente.

Submitted by Elba Lopes (elba.lopes@fecap.br) on 2016-01-27T16:33:22Z No. of bitstreams: 2 Joaquim_Domingos_Maciel.pdf: 831738 bytes, checksum: 7a1052debad7c02c1335b54d7aa85767 (MD5) license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) / Made available in DSpace on 2016-01-27T16:33:22Z (GMT). No. of bitstreams: 2 Joaquim_Domingos_Maciel.pdf: 831738 bytes, checksum: 7a1052debad7c02c1335b54d7aa85767 (MD5) license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) Previous issue date: 2006-11-29 / This research aims at analyse the main characteristics of 380 students, whose 63% belong to male gender and are regular undergraduated students in Business Administration courses from two universities in S??o Paulo - SP. The methodology procedures adopted to carry out such investigation consisted of two research tools: one aiming at the identification of seven Mobilization Stiles - MS, proposed by Ricco (2004) and another one named as "interests questionary", composed by 6 Performing Area Options (PAO), in order to identify the first option and 31 chosen competences that were adapted from McClelland e Klemp Jr. to choose 5 among them, so as to obtain the Perceived Professional Competences (PPC) of the studied subjects. An adherence and significance Qui-Squared Test method applied to statistic analysis, to gather data, understand information and final results analysis. The main results of this study reveal that 22.6$ of students are from Mobilization Style (MS), while Conquerer lies with 66% from Perceived Professional Competences (PPC) and are concentrated in 15 of them, besides the relations of MS and PPC being confirmed. In the sequence of the interpretations, among the Performing Areas Options (PAO), the students got 36.1% in their preferences for Finances, followed by 33.9% who preferred Marketing area. The study shows also that Conquerer Style is concentrated in 27.7% in the ones who prefer Finances area and 17.8% for the ones who prefer Marketing. As a sequence for academic purposes, it would be interesting to apply such study in other universities in S??o Paulo, so as to have a better overview and actual explanation of the facts presented in this Master's program research. / Este estudo teve como objetivo analisar o perfil de 380 alunos, sendo que 63% deles eram do g??nero masculino e matriculados em cursos de administra????o geral de duas universidades da cidade de S??o Paulo-SP. A metodologia de investiga????o utilizada foi uma pesquisa explorat??ria com a utiliza????o de dois instrumentos de pesquisa: um com a finalidade de identificar os sete Estilos de Mobiliza????o - EM, propostos por Ricco (2004), e um outro denominado question??rio de interesses composto por 6 Op????es de ??rea de Atua????o-OAA para a identifica????o da 1?? op????o e 31 compet??ncias escolhidas e adaptadas de McClelland e Klemp Jr. para a escolha de 5 delas, com a finalidade de se obter as Compet??ncias Profissionais Percebidas - CPP dos sujeitos estudados. Para as an??lises estat??sticas foi utilizado o m??todo de ader??ncia e signific??ncia do Teste Qui-quadrado, para agrupamento dos dados, entendimento das informa????es e an??lise final dos resultados obtidos. Os principais resultados do estudo apontaram que 22,6% dos estudantes s??o do Estilo de Mobiliza????o-EM Conquistador, 66% das Compet??ncias Profissionais Percebidas-CPP concentram-se em 15 delas al??m de as rela????es de EM e CPP serem confirmadas. Seguindo-se as interpreta????es, dentre as Op????es de ??reas de Atua????o-OAA, os alunos tiveram 36,1% de prefer??ncia por Finan??as e 33,9% deles preferiram a ??rea de Marketing. O estudo demonstra tamb??m que o Estilo Conquistador tem uma concentra????o de 27,7% para os que preferem a ??rea de Finan??as e 17,8% para os que preferem a ??rea de Marketing. Para maior contribui????o acad??mica, seria interessante aplicar este estudo com maior profundidade nas mesmas institui????es e em outras universidades da cidade de S??o Paulo para que seja poss??vel explicar melhor os fatos apresentados nesta pesquisa.

Randomly selected students in the Academic Health Sciences Divisions and Psychology Department at ETSU participated in a two-year Interprofessional Education (IPE) program. Prior research found that student’s general attitudes and perceptions of team oriented collaborative practice positively change with IPE experiences. However, there is a lack of research supporting that IPE improves students’ specific skills and competencies. The goal of ETSU’s pilot IPE program was to provide a collaborative learning environment for students from health professions to improve future health outcomes. Students participated in an IPE activity or course for each of the four Core Competencies for Interprofessional Collaborative Practice. The competencies included Roles and Responsibilities, Ethics, Communication, and Teams and Teamwork, which provide a framework for lifelong learning across all health professions’ education curricula. The purpose of the research was to determine whether participation in IPE activities and courses changed students’ specific skills and competencies within the broader four Core Competencies. It was predicted that integrating interprofessional education into post-secondary education would increase students’ knowledge and application and appreciation of interprofessional education. Data was collected through the online survey program, Survey Monkey©, before and after each course or activity. Pre- and post-surveys were administered to measure students’ judgments about their current level of knowledge, ability to implement the knowledge, and degree to which they valued the skills. Nine to twelve subcompetencies, derived from the Core Competencies, were presented in a question format addressing the proficiencies: I know..., I practice..., and I value... A total of 32 graduate students from the Colleges of Medicine, College of Nursing, College of Pharmacy, College of Public Health, College of Clinical and Rehabilitative Health Sciences, and Department of Psychology submitted 41 surveys. Dependent t-tests were used to test for change between pre- and post-test ratings. Results showed that the overall mean posttest ratings within each Core Competency were greater than the pre-test ratings at a statistically significant levels, excluding the Ethics Competency. The mean post-test ratings for each proficiency (e.g., I know, I practice, I value) were greater than the pre-test ratings at a statistically significant levels. Most students (95%) rated their initial evaluation of knowledge as accurate, meaning the students felt their pre-test ratings were representative of their prior knowledge. The findings of the current study suggest that integrating interprofessional education into post-secondary education courses, such as that provided by the ETSU IPE Pilot Project, may increase students’ knowledge, skills and appreciation for interprofessional education.

Surveys measured students’ knowledge, application, and appreciation for four core competencies of IPE before and after their participation in specific activities and courses. There was a statistically significant difference between pre- and post-test ratings for all competencies, with the exception of Ethics, and all proficiency types. Modest gains were found.

Direct support professionals (DSPs) serve an important function in the daily supervision and care of clients with intellectual and developmental disabilities (ID/DD) through standardization of technical, cognitive, and ethical competencies for all DSPs. It is not clear, however, how these DSPs and managers perceive the implementation process and utility of these competencies or whether implementation results in meeting the desired outcomes for clients. Using Donabedian's quality of care model as the foundation, the purpose of this qualitative case study in New York State to understand how DSPs perceived the implementation of the DSP core competencies under the direction of front-line managers. Data were collected through face-to-face interviews with 12 DSPs and front-line managers. Data were inductively coded then subject to Braun and Clarke's thematic analysis procedure. Findings revealed that DSPs and front-line managers implemented the core competencies inconsistently because of organizational perceptions and experiences. The implications for social change stemming from this study includes recommendations to the National Alliance of Direct Support Professionals to add a practicum component to the core competencies training which may benefit people living in community residential group homes diagnosed with ID/DD through hands-on approach training that would allow full implementation of the DSP core competencies in various, every day real life situations.