<p> The primary focus of this qualitative grounded theory study was the reasons for the ability or inability of expatriate workers and their families to adjust and adapt to foreign cultures. The goal for this study was to investigate experiences of the whole expatriate family unit, including the children, to identify factors that could contribute to a successful expatriation assignment as well as develop a theory or model that could be used to help guide the success of the expatriate family tour time and decrease expatriate workers&lsquo; failure to complete their assignments. The qualitative grounded theory method was used to analyze the whole of each expatriate family unit&lsquo;s experiences; however, hermeneutic phenomenology as theory was integrated into the study to get to the deeper meanings of families&lsquo; actions, responses, memorabilia shared, and body language as stories were told in conversations and in response to open-ended questions. Seven family units participated in this study, for a total of 23 participants, to include children from age 7 (with parents&lsquo; approval), and contributed to the findings of three main themes, a concept of an expatriation adaptation model, and a list of factors that are essential to global expatriation processes. The theoretical framework that guided the study consisted of family systems theory and cultural leadership theory constructs. The findings resulted from a triangulated data collection process to include questionnaire, one-on-one interviews, and group interviews. The three main themes that developed were 360-degree support, the power of knowledge, and expatriate children as future expatriates and expatriate leaders. The results also resulted in the development of an expatriation adaptation process model as well as a list of factors that could contribute to a successful expatriation assignment with the whole expatriate family unit, which would keep all family members together for the expatriation experience.</p>

<p> Leadership found the best form of communication and behaviors challenging and elusive during all phases of Merger and Acquisitions, (M&amp;A). The majority of M&amp;A resulted in lower than expected shareholder value as measured by yearly profits. A qualitative Delphi design was used to identify the key descriptors of leadership communication and behaviors witnessed that influenced motivation, morale, and productivity during mergers and acquisitions. The participants engaged by email in two rounds of behavior and communication key descriptor creation, and a telephonic interview that presented the witnessed M&amp;A. The 25 participants were experts because of their knowledge of the PLM and software industry, knowledge of the industry&rsquo;s history of mergers and acquisitions, and witnessed leadership communication and behavior during merger and acquisitions. In addition, the majority of the participants experienced multiple mergers and acquisitions under change leaders. This positioned the participants as experts that identified the successful leadership communication and behavior in a merger and acquisition. The Delphi results introduced the criticality in regard to knowledge in the art of leadership regarding adaptability to change and appropriate application of communication and behaviors during M&amp;A. NVivo 10 a qualitative analysis tool helped produce organization, and broader meaning to the key descriptors. Once the key descriptors were categorized as leadership qualities, behaviors, and processes themes were extracted from the collected data that produced consensus in regard to best communication and behaviors, which positively influenced motivation, morale, and productivity of employees.</p>

<p> Problem. As demonstrated by strategic miscalculations since World War II, national security and military strategy development often do not integrate understanding of a range of possible future conditions in the national security environment. Scholarly research lacks examination of the role foreseeing plays in strategy development in the national security, or military, context. Foreseeing as a cognitive process, to include its application in sectors other than the national security establishment, is a much-discussed but not empirically researched topic within the strategy and management fields. </p><p> Research question. This study addressed one primary research question: How does the process of foreseeing possible future conditions inform development of national security strategy? </p><p> Method. This research was a case study of foreseeing, viewed as it occurred within the organizational strategy development process initiated by the commanding officer of a large U.S. military organization and key senior members of his staff. The researcher conducted interviews of the commander and his staff, observed a strategy review session, and reviewed working documents and published strategy documents produced by the organization. </p><p> Conclusions. The study resulted in three conclusions. The first and most fundamental conclusion was that foreseeing was observed in this case of strategy development through eight properties that describe the foreseeing process, and they were dynamically interrelated to generate enactive inputs to strategic decision making. Next, the data clearly illustrated that foreseeing was shaped by several factors, including individual characteristics of the participants, external environmental conditions, and internal aspects of the organization that impacted the organization&rsquo;s strategic resource allocation decisions. Finally, foreseeing and sensemaking, as described by Dr. Karl Weick and his colleagues over several years, are inextricably linked as distinct but complementary processes; foreseeing is sensemaking forward.</p>

<p>Even though various models have been developed in the field of human performance technology (HPT), little research has been done to empirically test these models of human performance (HP) with large amounts of data. This insufficient evidence on whether or not HP models work in practice discourages HPT professionals and workers from applying HP models into their own contexts. This study aims to examine structural relationships among performance support systems (PSS), human behaviors (HB), and performance (PER) in order to test the proposed performance model. Using national government-wide representative data from the 2012 Federal Employee Viewpoint Survey (FEVS, N=687,687, 82 federal agencies), this study has the opportunity to empirically test a comprehensive performance model (Bichelmeyer & Horvitz, 2006) using structural equation modeling (SEM). In measurement model I, a 1st order confirmatory factor analysis (CFA), all model fit indices were found to be adequate (?</p><p>2(93) = 90800.207; CFI = .949; TLI = .926; RMSEA = .038; SRMR = .030). All factor loadings of the observed variables were significant (p < .001), indicating that all first-order factors were well measured by the indicators. In measurement model II, a 2nd order CFA, all model fit indices were also found to be in adequate range (?</p><p>2(111) = 120515.246; CFI = .933; TLI = .918; RMSEA = .040; SRMR = .036). All factor loadings of the first-order factors used to measure the second-order factors were statistically significant (p < .001), indicating that all the second-order factors were well measured by the first-order factors. In structural model, a 2nd order SEM, all model fit indices demonstrated the proposed model is entirely adequate (?</p><p>2(111) = 120515.381; CFI = .933; TLI = .918; RMSEA = .040; SRMR = .036). In terms of structural relationships, results supported the hypothesized direct associations among PSS, HB, and PER. Four steps outlined by Baron and Kenny (1986) and Judd and Kenny (1981) were taken for mediation analysis. In addition, bootstrapping (1,000) with confidence intervals was used for a robust examination of the mediating effect of HB. The results indicated that HB partially mediated the relationship between PSS and PER (?_11* ?_21 = .35, p < .001, 95% CI [0.34 to 0.37]). Finally, implications are discussed based on the results and findings of this study. At the first-order factor level, various sets of practices for Human Performance Technology (HPT), Human Resource Management (HRM), and Human Resource Development (HRD) are presented.

<p> Authentic leadership emphasizes the role of ethics and trust a leader displays and which can be a natural and inherent part of a leader&rsquo;s behavior (Robbins &amp; Judge, 2010). Leaders who are authentic know who they are, know what they believe in and value, and behave in a way that reinforces those values and beliefs openly and candidly (2010). Authenticity is inward-focused and reflects on the behaviors that a leader believes are virtuous and true, from which they project a self-perception that is consistent with their self-concept (Sosik &amp; Cameron, 2010).</p><p> Studies within the spectrum of sports have identified that leadership among coaches is a contributor to individual and team performance (Kent &amp; Chelladurai, 2001). In the field of amateur wrestling, coaches can be highly influential in improving their followers&rsquo; self-efficacy, which may lead to improved performance and completion of objectives (Rutkowska &amp; Gierczuk, 2012). In leadership literature, however, a substantial gap exists regarding the importance of authentic leadership in sports. </p><p> This study was executed to identify which qualities, if any, were displayed by amateur wrestling coaches that are consistent with authentic leadership. The study revealed that four constructs &ndash; self-awareness, relational transparency, balanced processing, and internalized moral perspective &ndash; were each rated highly both by the coaches themselves and other raters. What was also revealed was that authentic leadership had a relationship with success as reported by assistant wrestling coaches. The study also showed that head wrestling coaches had similar views of their own authentic leadership as that reported by assistant coaches and wrestlers.</p><p> There was not enough evidence to support a relationship with success as reported by the head coaches and their wrestlers.</p>

<p> This single case study examined the construct of organizational identity, defined as that which is central (i.e., fundamental to the organization), enduring (i.e., persisting over time), and distinctive (i.e., uniquely descriptive) about an organization&rsquo;s character (Albert &amp; Whetten, 1985). Specifically, the study addressed the research question: <i>What are the organizational identity processes occurring in an acquired organization?</i> While past research has addressed the construction of organizational identity, little research has examined this phenomenon after an organizational acquisition. The organizational identity dynamics model by Hatch and Schultz (2002) provided the theoretical underpinnings for this research and was utilized to establish the conceptual framework for this study.</p><p> This qualitative research study explored how organizational identity was constructed for members of an acquired organization as they initially learned of the acquisition and as they assimilated into their new organizational environment. Data were collected through semistructured interviews, document and archival review, and artifact review. This methodology maintained research integrity by establishing reliability and trustworthiness, with data triangulation used to validate study results and findings. The setting for this research was a private, family-owned transportation organization that had recently acquired a competing company.</p><p> This research study yielded three primary findings. First, individual-level variables such as personal anxiety or career status were significant factors in the organizational identity processes. Second, sensemaking was critical in the identity process for members of AcquiredCo. Findings indicated that sensemaking was enacted through several key factors, including organizational image, sensegiving by the acquiring organization, comparison processes, social learning, artifacts, and critical incidents. Last, the preacquisition environment of the acquired organization had a significant role in the identity-related processes.</p><p> This research study contributes to both theory and practice, expanding theoretical knowledge of identity construction for members of an acquired organization. Additionally, the research findings provide significant benefits to organizations that seek to more effectively assimilate members of an acquired organization into the acquiring organization, ultimately with a greater understanding of &ldquo;who we are&rdquo; (Gioia, 1998) as an organization.</p>

<p> The purpose of this quantitative descriptive study was to describe the Washington, District of Columbia and metropolitan (DMV) area-based federal government employee perspectives on the adoption of enterprise information technologies. The sample size of this study consisted of 132 participants. The inability to accept or reject the hypothesis in this research was determined by descriptive statistics (means and standard deviation). Drawing from theoretical frameworks involving leadership, culture, human and organizational behavior, and decision-making, this study involves the introduction of an integrated model to describe the complexities of technology adoption in a single, comprehensive view. The comprehensive model attempted to emphasize interrelationships between key elements involved in organizational technology adoption, including how innovation spreads from various sources to influence organizational perceptions for both members and leaders. Additionally, this study also introduced a new survey tool (Employee Perceptions on Adoption of Enterprise Information Technology), and attempted to determine to what extent different factors affected enterprise information technology adoption. Data collected from this research effort suggested that government employees believe leadership represents the main factor influencing technology adoption in government organizations, with cost as the second leading factor. Government employees, however, did not believe that culture represented a key influence on technology adoption. Findings from this study may offer new insights on how to conduct technology adoption more effectively, and provide the foundation for recommending ways to create a successful enterprise system implementation. The main recommendation for future study is exploration of the Integrated Technology Adoption Model (ITAM) and the Employee Perceptions on Adoption of Enterprise Technology Survey. </p>

<p> The purpose of this qualitative descriptive case study was to document the motivational factors of postmodern era volunteers and to examine how potential commonalities in philosophy, theology, and leadership styles can provide common ground for the postmodern and traditional volunteers in Christian religious organizations (CRO). The scope of the research study was limited to a traditional CRO with active Generation X and millennial generations volunteering in the organization. The specific population consisted of members of a CRO. The use of interviews, focus groups, and observations supported the holistic analysis through the triangulation of data. The data analysis followed an inductive and deductive analysis process. The results of the study provided several findings related to postmodern era generation motivation factors. The emergent themes from the research of the phenomenon were: family focus, Spiritual release, modeling religion through leadership action, leadership style, giftings, volunteer opportunities that model religion, and community leadership. The results of the case study revealed that the postmodern era generations of the CRO studied favored family focus as motivation to volunteer. Additionally, the findings demonstrated that the postmodern era volunteers believed that the commitment to join also implied a commitment to volunteer time to the organization. The findings from the study demonstrated that the actions of the outreach ministries with the community should model the educational teaching of the organization. The recommendations from this study for CRO leaders include focusing on the whole family, designing outreach tasks that support service to families and the community, and demonstrating religion through service to community.</p>

<p> This study was conducted to develop a grounded theory of connections between individual and collective (group and organizational) levels of analysis through the examination of play and sense-making as integral parts of organizational learning (OL) by relying on the meta-paradigm theoretical framework. The study employed grounded theory as its methodology, and its participants included 23 employees of Company A, a U.S. consulting company, who were selected using purposeful maximum variation criterion-based sampling. One semi-structured 30-60-minute interview was conducted with each participant by phone or face-to-face. </p><p> In this study, OL took the form of sense-making through play that was a social and linguistic process of organizing the information flux and coping with uncertainty that expanded knowledge and practices within the organization. The source of flux and uncertainty was the interaction of multiple social worlds and sub-worlds (such as Company A, its project teams and clients, partnering organizations, etc.) that disrupted practices and discourses within them. Uncertainty and information flux caused confusion, discomfort, anxiety, and stress in individuals, who paused in order to bracket the flux and suspended existing knowledge, discourses, and practices. Individuals then created new knowledge, practices, and discourses while developing intersubjectivity, and validated them with multiple social worlds. The results of OL as sense-making through play were captured in collective practices that linked knowledge and action and incorporated multiple social worlds. </p><p> OL as sense-making through play occurred in the ludic space of sandbox, or a physical, social, and mental space that brought together work and play, and had a dichotomy of stability and change. OL as sense-making through play had four dimensions (intuition, improvisation, experimenting, and having fun) that were responses to specific situations of the interaction of social worlds. These dimensions reflected the dichotomies of tacit and explicit knowledge and their exploration and exploitation, and shared several characteristics (situatedness in the interaction of social worlds, adaptive instantiation of other social worlds, leaping between social worlds, abductive thinking, and focusing on results). The connections between the levels of analysis of OL as sense-making through play were non-linear, multi-directional, and situationally-specific with discontinuities and interruptions so that individual sense-making through play did not necessarily become collective. </p>

<p> Assistant principals enact a plethora of work roles within their single position. They are required to manage multiple work roles with constant contradictions of role expectations. The position of assistant principal "is acknowledged to be an important actor on the school scene despite the rather limited attention given to that role by educational researchers, administrator preparation programs, and professional associations" (Greenfield, 1985, p.7). This study explored the role conflict and role ambiguity assistant principals face in their multiple work roles and the relationship these variables have to the secondary assistant principal's general perceived self-efficacy. A social theoretical lens was used to examine identity theory and self-concept in order to gain insight into the paradoxical nature of the interrole conflict and role ambiguity of secondary assistant principals in two regions of Virginia's public schools. Role conflict (RC) and role ambiguity (RA) were measured using the Rizzo, House, and Lirtzman (1970) scale. The General Self-Efficacy (GSE) scale developed by Schwarzer and Jerusalem (1995) was used the collect data on the general perceived self-efficacy of assistant principals. The data indicated that there was a significant relationship between role ambiguity and general self-efficacy; there was not a significant relationship between role conflict and general self-efficacy; and that neither role ambiguity nor role conflict were predictive of general self-efficacy. </p><p> <i>Keywords:</i> role conflict, role ambiguity, general self-efficacy, secondary assistant principals, role theory.</p>