Thesis (Ph. D.)--Ohio State University, 1972. / Includes vita. Includes bibliographical references (leaves 184-187). Available online via OhioLINK's ETD Center.

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

Thesis (Ph. D.)--University of Texas at Austin, 2006. / Vita. Includes bibliographical references.

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> The purpose of this study was to explore organizational forgetting processes in an organization after acquisition. The different causes of forgetting, the organizational considerations that prevent knowledge from being stored, and why some new knowledge is integrated while some is not still remain uncharted. Understanding the phenomenon of forgetting in the context of acquisitions is also important, since acquisitions continue to be a popular growth strategy despite their high rate of failure. Specifically, between 2004 and 2015, the value of acquisitions globally grew from $1.9 trillion to almost $5 trillion, yet 50% to 80% of all acquisitions fail and performance after acquisition is varied at best. </p><p> A qualitative single site case study was conducted of an acquired organization&rsquo;s human resources (HR) department in the pharmaceutical industry. One or two semistructured interviews were conducted with seven HR department staff, including the vice president of HR, HR managers involved in or overseeing HR routines, and other HR administrative staff. In addition, archival sources relating to a change in a routine or process were reviewed. Data were entered into Atlas.ti and coded. The focus was on organizational routines as a type of organizational knowledge. The variation, selection, and retention of new practices and patterns of actions within routines occurring on a daily basis within organizations allow for a wide range of outcomes and the impact of the process of organizational forgetting.</p><p> Four primary findings emerged from this study: social and personal power influenced organizational forgetting; employees from the acquired organization were required to unlearn aspects of their pre-acquisition performance management and evaluation routines; the frequency of routines impacted organizational forgetting; and enterprise-wide technology changes, such as implementation of a new software program, were key in unlearning. </p><p> Theoretical contributions to the organizational forgetting literature included clarification and greater articulation of the four modes of forgetting and the relationship between the modes. Conclusions and implications for practice are discussed, including ideas on how to manage the organizational forgetting processes to potentially increase the success of an acquisition.</p>

<p> The world of work today calls for individuals to be active participants in designing their careers. This study focuses on the relationship between one&rsquo;s beliefs (mindset) about intelligence and employability. Quantitative data were collected using the implicit theory of intelligence (self-theory scale) from 75 participants of a high-technology company in Milpitas, California. Participants were divided into two groups of mindsets, growth and fixed. Twenty participants were randomly selected for a semi-structured interview where qualitative data were gathered and analyzed. The study found that individuals with a growth mindset emphasize newness as a variable in their career decisions, look at their careers in the broader context of organizational impact, and are more likely to view their careers using their own lens. Alternatively, individuals with a fixed mindset are more likely to be influenced by other people in making career decisions. Also, the difference in mindsets does impact employability orientation.</p><p>

<p> Literature on corruption focuses on the phenomenon through the perspective of the causes and potential remedies. The majority of research on corruption is based upon the definition provided by Transparency International (2013) that corruption is the abuse of position for personal gain. Based on this definition, research focuses on either perceptions of corruption, or a specific and limited operationalization of corruption. This work proposes a process model of corruption. The model is based upon the results of a multi-dimensional scaling analysis defining corruption behavior across the five dimensions of <i> Gain / Responsibility Avoidance, Exploiting Relationships, Lack of Oversight, In-Group / Out-Group,</i> and <i>Information Control.</i> Utilizing these five dimensions, along with the view of corruption through a systems perspective, allows for the creation of a new framework for understanding corruption.</p>

archives@tulane.edu / In anthropology, political systems have typically been investigated through state models that emphasize top-down authoritative power. Contrarily, community studies have tended to focus on bottom-up social practices without addressing how broader political systems are constituted. This dissertation develops the theoretical concept of the political community as a framework to bridge these approaches, using the investigation of community to understand how political structures are continually created and recreated. Political communities are constituted through interaction and practices of identity formation, and the exercise of relational power in these contexts creates and transforms formal power structures at different scales. Archaeologically, by examining practices of interaction and identity formation, as well as the power negotiations inherent in these practices, ancient political communities can be reconstructed. In this dissertation, I demonstrate the potential of this framework by investigating the constitution of political community at the ancient Maya site of La Cariba in northwestern Guatemala over roughly a millennium. Interaction, identity, and power are examined through multiple lines of evidence, including historical data, ceramic artifacts, lithic artifacts, energetic data, architectural style, and mortuary practices. During the Late Preclassic period (300 BC – AD 150), La Cariba was the center of a broad, dispersed political community in which formal political structures may have gradually begun to coalesce. In the early part of the Early Classic period (AD 150 – 420), the political community centered at La Cariba was integrated into the emergent political system centered at the site of La Corona within a heterogeneous landscape. La Cariba was later reestablished in the Late Classic (AD 600 – 830) under the commission of Yajawteʹ Kʹinich of La Corona, and La Cariba was firmly integrated into the broader La Corona political community, with no evidence for any salient interaction or identity at the local level. The results of this study demonstrate that the political community is highly dynamic, changing in scale, locus, and practices of its constitution over time. The data from La Cariba also reflect the constitution of political systems in northwestern Guatemala over time, demonstrating the utility of a political community approach to the study of ancient complex polities. / 1 / David Chatelain

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