Thesis (Ph.D.)--University of Nebraska-Lincoln, 2006. / Title from title screen (site viewed on Nov. 2, 2006). PDF text: 207 p. : ill. ; 9.32Mb. UMI publication number: AAT 3214105. Includes bibliographical references. Also available in microfilm and microfiche format.

Thesis (M.A. (Ed.)) - Simon Fraser University, 2004. / Theses (Faculty of Education) / Simon Fraser University.

Thesis (D. Ed.)--Indiana University of Pennsylvania. / Includes bibliographical references.

Thesis (M. Bus.)--Victoria University (Melbourne, Vic.), 2006. / Research thesis. Includes bibliographical references.

Thesis (Ph.D.)--University of Western Sydney, 2009. / A thesis presented to the University of Western Sydney, College of Arts, Centre for Cultural Research, in fulfilment of the requirements for the degree of Doctor of Philosophy. Includes bibliographies.

This qualitative multiple-case study was designed to explore how CEOs in philanthropy learn to make strategic decisions. The study builds off the following premises: (1) as part of their role, CEOs need to make critical decisions in a complex and rapidly changing environment; (2) due to the role of a CEO there are power dynamics at play, and these may have an impact on how CEOs are able to engage in conversation; and (3) due to the staff reporting to the CEO and the CEO reporting to the board, they are essentially peerless within their respective organization, possibly contributing to a sense of isolation. The research site of this study was across a number of organizations, one for each participant. There were three primary sources of data: semi-structured interviews, data collection of publicly available documents, and critical incident reports. Key findings included that: (1) all participants engaged with staff and/or the Board of directors before making a strategic decision, either to obtain buy-in or get information needed to make the decision; (2) informal learning was the primary way participants learned what activities they needed to partake in, in order to make a critical decision; and (3) having full authority and responsibility helped CEOs in their decision-making, while power and other interpersonal dynamics hindered a CEOs ability to make a critical decision. Two main categories of CEOs emerged during the data collection process, those who were deemed Reflective and those who were Action-Oriented. Although not part of this research study’s original design, the data collection took place during the COVID-19 pandemic and also after a resurgence of attention to police brutality against Black people in the United States and other violence towards historically marginalized groups. These themes were prevalent throughout the data gathered for this study and findings and analysis. The overarching recommendation emanating from this research is that succession plans should be put in place in order to best develop potential candidates for the role of CEO.

International business strategy is a widely investigated topic, with a plethora of related research. Aspects such as the internationalization process and the challenges faced when entering a foreign market have been widely examined, with the majority of existing literature linked to multinational corporations and companies of a traditional nature. However, there is a lack of research based on companies operating within the sharing economy. This is in contrast to the attention that has been given to the study of small entrepreneurial firms, such as international new ventures and born globals. Hence making the sharing economy a valuable area of investigation in terms of internationalization.   With more and more companies breaking away from the traditional norms of operation, this modern approach to business requires a deeper understanding. Due to the very nature of the sharing economy, companies are highly likely to internationalize and do so from an early stage, and knowledge of the challenges related to the process is therefore vital. Such recognition provided the motivation for this study, in the belief that it will provide valuable knowledge to companies, as well as contribute to the existing body of literature.   This study sets out to fill this knowledge gap by exploring the challenges faced by sharing economy companies when internationalizing. Furthermore, the study seeks to examine the effects such challenges have on the company and how they can be overcome. Research was carried out through a qualitative case study of six companies, out of which; four have already internationalized and two are yet to internationalize. Semi-structured interviews were conducted with the founders and senior managers, with questions relating to both internal and external challenges. The challenges were examined and their impact on the internationalization process explained.   The researchers conclude that both internal and external challenges impacted the internationalization process, and that many challenges were somewhat interconnected. From the challenges identified, the following were considered critical: networks, business model, funding and leadership decision-making. Overcoming such challenges can lessen the effects of other challenges and make the internationalization process more successful.

Thesis (M.M.S.)--U.S. Army Command and General Staff College, 2003. / Cover title. Includes bibliographical references. Also available via the World Wide Web.

The purpose of this study is to gain insight and identify the effects of sociocultural context on the administrative processes of an American Elementary / Middle School in Spain. In this single-case study, a multicultural educational organization, Sevilla Elementary / Middle School was examined using qualitative data which were collected through interviews, observations, and document analysis. Upon identification of the problems of interest, sociocultural context in relation to administrative processes and common problems faced by administrators in multicultural school settings were examined. The school&amp / #8217 / s administrative processes including motivation, educational leadership, decision making, communication, and organizational change proved to be influenced by the sociocultural context.

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