Thesis (M.S. in Contract Management)--Naval Postgraduate School, June 2003. / Thesis advisor(s): Cary Simon, Velma Corey. Includes bibliographical references (p. 87-88). Also available online.

Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1992. / Source: Masters Abstracts International, Volume: 45-06, page: 2934. Typescript. Includes bibliographical references (leaves [83-84]).

Thesis (M.S.)--Virginia Polytechnic Institute and State University, 1986. / Vita. Abstract. Includes bibliographical references (leaves 163-168). Also available via the Internet.

Thesis (PhD) - Faculty of Business and Enterprise, Swinburne University of Technology, 2009. / [A thesis is submitted in fulfilment of the requirements for the degree Doctor of Philosophy, Faculty of Business and Enterprise, Swinburne University of Technology - 2009]. Typescript. Bibliography: p. 284-294.

<p>This dissertation extends and contributes to the extant literature on social enterprise by examining the enterprise-beneficiary relationship in social enterprises with particular focus on performance measurement and social value creation. Ironically, while social missions and commitment to beneficiaries is what distinguishes social entrepreneurship from traditional entrepreneurship, little research has been conducted to examine this relationship. Utilizing a portfolio of 101 social enterprises based in New England, this study consisted of two phases: the development of a typology of social enterprise based on the enterprise-beneficiary relationships present in the portfolio, and a comparative case study closely examining six cases of social enterprise across the typology. </p><p> By examining beneficiary positioning, level of interaction, and relationship characteristics four archetypes of social enterprise were identified: general benefit enterprises, philanthropic enterprises, social business enterprises, and relational social enterprises. Examining these models, the concept of entwinement emerged. I define entwinement as the mutual reliance and commitment between two parties, in these cases the enterprises and the individual beneficiaries they seek to serve. These models fall along a continuum of entwinement, ranging from no entwinement in the general benefit enterprises to high entwinement in the relational social enterprises. By examining two cases each of philanthropic enterprises, social business enterprises and relational enterprises I found that entwinement has positive implications for stakeholder salience and depth of impact for individual beneficiaries. I also found that while funding requirements are a key driver of the development of formalized social performance measurement programs, the level of entwinement moderates that relationship. </p><p> This dissertation contributes directly to stakeholder theory and to the social entrepreneurship literature. It offers an explanation for how managers recognize the salience of their stakeholder groups by raising entwinement as a key mechanism through which managers recognize the legitimacy and power of the beneficiary group. By utilizing the capabilities approach from the development literature, this study also presents a framework through which depth of impact can be examined across issue are and business model design. Finally, this paper identified funder requirements as a key driver of social performance measurement systems, suggesting that even as social enterprises diversify their revenue streams and business models they still bear significant semblance to non-profit organizations. </p>

<p> Organizational leadership is the foundation that influences workforces and determines the overall success of organizations and employees. Prior to this study, research of Millennials&rsquo; wants and expectations from their organizational leaders lacked clarification and clear interpretation. A critical element in organizational survival is Millennial knowledge workers who create knowledge that supports sustainable, innovative, and successful organizations. Organizational leaders who want their organizations to succeed will capitalize on accuracy and precision in distinguishing Millennial knowledge workers&rsquo; wants and expectations of them. This study&rsquo;s central research question was, &ldquo;What do Millennial workers want and expect from their organizational leaders?&rdquo; Several subquestions further clarified the study&rsquo;s focus: &ldquo;What do Millennials want and expect, if anything, from their organizational leaders in terms of (a) their relationships with their leaders, (b) their perceptions of their leaders as role models, and (c) their leaders&rsquo; ethical behaviors?&rdquo; and &ldquo;What do Millennial workers want to avoid in their organizational leaders?&rdquo; The research methodology was a generic qualitative inquiry, utilizing thematic data analysis. This qualitative study utilized a 3-phase interview model and included semistructured questions and additional probing questions. The population of the study was Millennial knowledge workers. The study sample was recruited from U.S. businesses and organizations in various industries. The thematic data analysis comprised inductive and interpretive data and employed initial, theoretical, and focused coding. The study findings establish many wants and expectations of Millennial knowledge workers from their organizational leaders. These Millennial knowledge workers want and expect organizational leaders to demonstrate mutual respect, offer effective communication, behave ethically, and create and develop relationships with them. These Millennials expect leaders to provide coaching and guidance and to differentiate between work life and other unrelated life responsibilities. These Millennials expect leaders to be positive role models with emotional intelligence, and as a rule, they avoid unethical leaders. The findings benefit and support workplace partnerships and overall organizational efficiency and effectiveness, suggesting that organizational leaders must establish distinct and diverse understandings of Millennial knowledge workers&rsquo; wants and expectations.</p><p>

<p> Businesses fail in the absence of a sustainable engagement strategy with stakeholders who influence and are influenced by a company's business activity in communities where the company has a presence. The purpose of this multiple case study was to investigate factors that defined a framework regarding the creation of shared value when applying the Triple Bottom Line (TBL) of sustainable development as a corporate social responsibility (CSR) strategy between business, the community, and U.S. watershed initiatives to help resolve often conflicting stakeholder views. The specific problem was the lack of an existing framework regarding the creation of shared value when applying the TBL of sustainable development to CSR engagement initiatives between the firm, the community, and U.S. watershed initiatives to help resolve often conflicting stakeholder views. The theoretical framework was stakeholder theory integrated with the corporate imperatives of CSR, TBL, and shared value. The study focus was to compare shared value, CSR, and the TBL perspectives of 22 leaders and participants from two collaborative watershed initiative partnerships in one mid-eastern state. The study research question was: How do shared value, CSR, TBL define a community engagement framework between the firm, the community, and U.S. watershed initiatives to help resolve often conflicting stakeholder views? Two primary study conclusions emerged: (a) shared value, CSR, TBL were factors that defined a community engagement framework when integrated into a strategy between the firm, the community, and U.S. watershed initiatives to help resolve often conflicting stakeholder views; (b) the factors that contributed to creating shared value were interrelated and contributed to creating shared value when joined together in a Sustainable Community Engagement Framework to help resolve often conflicting stakeholder views.</p><p>

Thesis (M.S. in Information Technology Management)--Naval Postgraduate School, March 2010. / Thesis Advisor(s): Cook, Glenn. Second Reader: Housel Thomas J. "March 2010." Description based on title screen as viewed on April 26, 2010. Author(s) subject terms: Information Technology, IT, IT Strategy, Strategy, Management, IT Management. Includes bibliographical references (p. 81-86). Also available in print.

<p> The purpose of the research study was to predict managerial resistance to status quo bias given the presence of dissatisfaction, vision, and a process outlined for change in the environment. According to the 79 participants surveyed in the study, dissatisfaction, vision, and a process outlined for change provided a statistically significant model for predicting manager resistance to status quo bias for the sample studied. Leaders may be able to use the results of the study to determine manager readiness for change. However, at best the study found only 45.3% of the reasons that predict managerial resistance to status quo bias, providing an opportunity for future researchers to validate empirically other factors that may predict manager resistance to status quo bias.</p>

<p> Employees who remain with an organization because they want to, represent a positive&nbsp;organizational phenomenon known as affective commitment (AC). The purpose of this study is to investigate the predictive ability of strategic Human Resource (HR) practices to create AC in the context of federal knowledge workers, determine the role of SOAR in the relationship between strategic HR practices and AC, and the effect of AC on positive behavioral outcomes. SOAR stands for strengths, opportunities, aspirations, and results. </p><p> This mixed methods study explored the relationship among strategic HR practices, SOAR, AC, and behavioral outcomes. Data were gathered using a survey instrument containing 42 items. The population was federal knowledge workers in a science and technology field. 204 participants completed the study survey and a final sample of N = 188 surveys were used for analysis. </p><p> Quantitative analysis was conducted using descriptive and inferential statistics; qualitative analysis included thematic analysis. Results from the quantitative analysis suggested that strategic HR practices predict AC; the SOAR construct is a partial mediator of the relationship between strategic HR practices and AC; SOAR did not function as a moderator of the relationship between strategic HR practices and AC; and AC encourages the development of positive behavioral outcomes. Results from the qualitative thematic analysis suggested that there are seven prominent themes that sustain commitment in this federal organization and they are: accountability, career advancement, leadership, meaningful work, mission, reward/recognition, and training. </p><p> For federal organizations similar to this one, it is recommended that they engage the SOAR approach to increase the effectiveness of strategic HR practices in generating&nbsp;AC; implement strategic HR practices that encompass the seven major themes; a positive proactive way of viewing employee commitment by cultivating AC as opposed to studying turnover trends; and engage in conversations about strategic change using dialogical methods based on appreciative inquiry. Future research could include studies on how the federal government communicates strategic HR practices to their employees and whether or not they choose to adopt dialogical versus diagnostic approaches.</p>