<p>The concept of implementing organizational learning principles in an organization to help individuals and groups ?learn to learn? (Schein, 2017), thereby making the ongoing adaptation and change that inevitably occurs in organizations more successful, is an interesting problem to explore. While interesting, there are very few studies that examine the sustainability of change in any context. Several theoretical models incorporate the idea of sustaining, or institutionalizing, change. But, very few empirical studies actually explore that concept. The purpose of this qualitative, descriptive, embedded case study was to explore how a government agency developed and sustained organizational learning, using the Organizational Learning Systems Model (OLSM) as a lens. To fulfill the purpose of this study, the following research question was addressed: How did a government agency introduce and sustain organizational learning during and after a planned change? The results from this study contributed to the literature and to the practitioner community by showing that (1) the organization introduced and implemented organizational learning by centrally managing the learning subsystems during the change itself; (2) the organization introduced and sustained organizational learning by involving, encouraging, and empowering employees and middle managers during the change; (3) the organization introduced and implemented organizational learning by aligning all messaging from senior leadership to front-line employees during the change; (4) the organization implemented and sustained organizational learning by encouraging practice to learn the new behaviors and to iterate the change plan based on lessons learned; (5) the organization sustained organizational learning by counting on middle managers to sustain sensemaking and organizational learning post-change; and, (6) the organization was challenged in sustaining organizational learning because the specific change to a dispersed work environment has several unintended consequences that make it a tricky change. A conceptual model to augment the OLSM was proposed. Future studies could: (1) test the conceptual model proposed; (2) explore the impacts of a dispersed work environment using OLSM or social network analysis; and, (3) examine the relationship between open office design and a dispersed work environment.

<p> <b>Purpose:</b> Community colleges across the United States are implementing systemic reforms in response to calls for increased student success. Guided pathways is a framework for holistic redesign that coordinates institutional improvements in multiple areas to increase impact. Since California community colleges are in the early stages of adopting guided pathways, research on the decision-making processes of college leadership in applying this framework is limited. The purpose of this multiple case study was to describe the role of strategic governance in the implementation of guided pathways at scale at California community colleges.</p><p> <b>Methodology:</b> This phenomenological qualitative study used a multiple-case embedded case study methodology to collect data aligned with the four imperatives of strategic governance theory. Semistructured interviews were conducted with 15 campus leaders involved in guided pathways implementation at three community colleges in Southern California. Archival records and documentation were used to triangulate the data.</p><p> <b>Findings:</b> Colleges balance the imperatives of involvement, efficiency, environment, and leadership across the domains of strategic planning and governance when implementing guided pathways. Inclusiveness, intentional alignment, interdependent leadership, and internal/external synergy emerged as essential elements of strategic governance during pathways efforts.</p><p> <b>Conclusions:</b> Community colleges leverage inclusive and credible strategic planning and governance systems to create a stable foundation for institutional redesign. A networked system that interfaces informal elements with formal structures promotes and accelerates efficiency, while a proactive, reflective, student-centered approach to managing environmental demands helps maintain focus. Interdependent leadership mechanisms that are culturally compatible and responsive to institutional needs facilitate efficiency and involvement in implementation. The guided pathways framework provides colleges with a systemic model for developing overall institutional effectiveness. </p><p> <b>Recommendations:</b> Community college leaders should deliberately increase engagement in decision-making processes and strengthen the integrity of strategic planning and governance systems. Leaders should define the parameters of pathways teams, establish logical connections between informal and formal structures, and encourage mutual reliance in pathways leadership. Leaders should cultivate a systems mindset and use embedded reflective practices to guide implementation.</p><p>

<p> The purpose of this qualitative research study was to examine and identify the best practices and strategies for human resource managers and organizational leaders to utilize to decrease the generational gaps amongst the four generations currently employed in the labor force, and to create and sustain a vital, multigenerational workforce. The four generations currently working side-by-side in the United States are the Traditionalists, the Baby Boomers, Generation X and Generation Y, better known as the Millennials. Each generational cohort brings unique variables to the workplace such as behaviors, expectations, personal values, communication styles, and motivational factors that create challenges for organizations. Learning how to overcome these challenges will assist in creating connectivity among the cohorts, benefiting organizations in numerous ways, including greater operating efficiency and retention of employees. </p><p> By understanding the different characteristics and needs of the four respective generations, as well as recognizing how to utilize the strengths of each generation, organizational leaders and human resource professionals can utilize the findings to advance generational management strategies for creating and managing a vital intergenerational workforce which is accomplished by staff from each of the four generations working together constructively to support the goals and purpose of the organization. Findings from this study may also contribute to the existing methods human resource managers and business leaders currently use to create workplaces of greater understanding, mutual respect, appreciation, acceptance and inclusiveness of the four different generations in the workforce, as well as facilitate new human resource policies to address workplace differences and conflict amongst the four generations. Further, the benefits from a vital intergenerational workforce may increase employee productivity, satisfaction, retention, loyalty, and the ability of employers to attract new talent from each of the four generations to its workforce. </p><p>

<p> Earlier organizational research neglected investigating the association between workplace spirituality and organizational citizenship behavior despite its importance. The present study examined the relationship between workplace spirituality and organizational citizenship behavior, which were conceptually related via transcendence of self-interest. The study also investigated whether affective, normative, and continuance organizational commitment mediated this relationship. This non-experimental research used convenience sampling and cross-sectional surveys. Survey responses were gathered from 198 general practice receptionists or medical receptionists who had been full-time, permanent employees in primary care offices across the United States for at least five years. The results from three Baron and Kenny analyses indicated a strong, positive, statistically significant relationship between workplace spirituality and organizational citizenship behavior, and Fry&rsquo;s causal theory of spiritual leadership conceptually substantiated this relationship. The results from the three Baron and Kenny analyses also revealed that only normative organizational commitment partially mediated the relationship between workplace spirituality and organizational citizenship behavior. Future studies should pay considerable attention to the contextual nature of organizational commitment and, specifically, normative organizational commitment. Instead of a cross-sectional design, scholars should consider using a panel longitudinal design in future research.</p><p>

<p> Public libraries throughout the United States are increasingly using technological platforms to provide information resources to students across socioeconomic environments. Advances in technology have affected the way in which we learn with the advent of online learning, e-learning and shared learning experiences that have become ever present in schools and libraries. How relevant is the public library in the initiatives that are directly related to the much-needed support of science, technology, engineering, arts, and math (STEAM)? This study explores the public library as a free, public space for informal learning and the democratic ideals of success as it relates to science education, achievement, and national innovation. The purpose of this study was to determine the challenges that the public library experiences in the implementation of STEAM programs, strategies, and practices employed by the public library in managing the implementation, and how the public library measures success in the process. The questions explored are an (a) examination of best practices in developing strategies for implementation and the challenges that public libraries face as they relate to the implementation and development of STEAM programs, (b) the challenges that public libraries face as they relate to the implementation and development of informal learning programs focused on STEAM, (c) how public libraries measure success within informal learning programs related to STEAM, and (d) what lessons have been learned in the development of informal learning spaces focused on STEAM in the public library.</p><p>

<p> Over the last 70 years, teams have become the ubiquitous unit of work in our organizations. The software industry heavily utilizes the Scrum methodology to develop software. Scrum is a team-based methodology that requires the constant formation and development of team capabilities. Researchers and practitioners dealing with work team dynamics have relied on the popular team developmental stages of forming, storming, norming, and performing, defined by Dr. Bruce Tuckman in 1965. However, this framework was conceived primarily from articles dealing with therapy groups and not modern teams. This study expands the body of research in work team stage development applied to Scrum, a methodology that itself has no social science foundation and minimal theoretical coverage. </p><p> A combined case study and grounded theory method is used to leverage the strengths of both to investigate the developmental stage of 5 Scrum teams at a high-tech company. A questionnaire along with team interviews were utilized to gather data on how teams relate to developmental factors found in the literature. Descriptive analytics were leveraged to uncover the questionnaire findings, and grounded theory analysis was applied to code interview answers into usable concepts, categories, and themes. Themes were further explored concerning their causal relationships. </p><p> The study proposed and validated 12 theoretical factors that contribute to the stage development of Scrum teams across 4 distinct stages. These factors interconnect and form 4 quadrants with unique dynamics associated with a team&rsquo;s mission, structure, execution, and teaming. Furthermore, higher stage teams proved to be self-managed and adaptable and able to handle higher task complexity. Leaders were observed shifting roles as teams evolved through stages. This latter finding is consistent with the theoretical model of Kozlowski, Watola, Jensen, Kim, and Botero. The research also identified common challenges that teams encounter in their development. </p><p> The findings from this study can help organizations who practice Scrum become more intentional about the development of their teams toward adaptability. A concerted effort by software organizations to optimize the evolution of teams across the factors found in the study could yield significant benefits, particularly for missions dealing with high complexity and innovation needs.</p><p>

<p> Community-based organizations (CBOs) represent an important segment of public services vital to the stability of invisible communities that otherwise remain vulnerable. Drawing from over three years of ethnographic fieldwork in a CBO in Santa Ana, California, I undertake an extensive case-study that examines their survival in a hostile funding environment by means of understanding their development, organizational learning and adaptation, social capital and networking and use of innovative sustainability strategies. The struggles this CBO encountered in their pursuit of sustainability speak to their unique aspects of service provision and community development making them an indispensable support structure for low-income immigrant and refugee communities.</p><p> I argue that their story of success reveals key principles, tenets and preliminary takeaways that may be useful toward improving the sustainability of organizational frameworks within other CBOs. Additionally, I explore how this CBO struggles to defend its vision of social change against existing conditions within the market environment that impact their success.</p><p> With growing interest toward scholarly work in this field, I emphasize the need to approach organizational fieldwork analytically as we engage with and try to understand the complicated social worlds of CBOs. The applied portion of this project resulted in the creation of promotional materials that may be useful toward fund development and historical preservation. </p><p>

<p> Employee satisfaction and engagement have a direct impact on customer satisfaction. Dissatisfaction and disengagement lead to an increased intent to leave a job, poor patient outcomes, and decreased productivity. The retention and recruitment of qualified staff becomes an urgent priority to ensure safe and prudent patient care. The purpose of the qualitative research study was to better understand the beliefs, attitudes, perceptions, and reasons for emergency department registered nurses (ED RN) satisfaction and engagement in the workplace focusing on Herzberg&rsquo;s, Vroom&rsquo;s, Yetton&rsquo;s, Maslow&rsquo;s, Benner&rsquo;s, and Kahn&rsquo;s motivation and engagement theoretical frameworks. The qualitative case research study focused on satisfaction and engagement elements using structured interviews of 21 ED nurses from three hospitals of varying sizes and capabilities and included three generational cohorts of Baby Boomer, Generation X, and Millennial RN. Interview analysis showed distinct similarities and differences in nurse satisfaction and work engagement with a consistency in job engagement with no distinct differences among generations. Distinct findings included persistent lack of staff resources, poor communication from leaders, and compassion fatigue among staff. Findings reflected strong interpersonal relationships, teamwork, autonomy, and a strong sense of accomplishment among nurses. Findings indicate that satisfied nurses have improved outcomes, produce happier customers, and feel a sense of accomplishment in the job performed. The positive social impact of this study is in providing guidance on retaining ED RN to provide adequate staffing levels for safe, quality healthcare.</p><p>

<p> <b>Purpose:</b> The purpose of this Delphi study was to identify and describe the perceptions of open educational resources (OER) higher education experts regarding the activities needed at colleges and universities in the United States in order to advance faculty adoption of OER over the next 10 years. Also, this study examined those activities that were most important and had the greatest likelihood of being implemented. </p><p> <b>Methodology:</b> The researcher utilized a mixed-methods Delphi study technique to identify and describe activities to advance faculty adoption of OER. The target population for the study consisted of a group of OER higher education faculty experts from postsecondary institutions within the United States. This study utilized a purposive criterion sampling method to identify 16 experts. The Delphi method employed questionnaires over 3 successive rounds to gather data from and build consensus among the expert panel. In Round 1, the researcher asked the expert panel for activities to support faculty adoption of OER. In Round 2, the expert panel rated the 35 activities for degree of importance and likelihood of implementation. In Round 3, the panel had an opportunity to revise their score, if desired, in order to move toward consensus. </p><p> <b>Findings:</b> Analysis of the quantitative data from the study revealed 17 OER activities that received consensus for importance and 11 OER activities that indicated consensus concerning likelihood for implementation. Finally, there were 6 OER research findings on which the expert panel came to consensus concerning equally importance and likelihood of implementation. </p><p> <b>Conclusions:</b> Based on the data and research findings, 6 conclusions were drawn related to faculty adoption of OER within colleges and universities over the next decade. </p><p> <b>Recommendations:</b> There were 8 recommendations for further research covering these topic areas: (a) replication of the study within different higher education arenas and across other stakeholder groups; and (b) examination of faculty receptivity and resistance to adopting OER, utilizing a change theoretical framework; (c) a model for open pedagogy; and (d) an examination of K-12 educators&rsquo; OER adoption practices.</p><p>

<p> This research study utilized the gap analysis framework developed by Clark and Estes (2008) as foundational scaffolding to understand how a highly successful pre-IPO technology company is addressing the development of its next generation of executive leaders. The purpose of this study was to evaluate the knowledge, motivation, and organizational assets and barriers influencing the ability of direct reports to the executive leadership team to develop the critical leadership competencies needed to advance into executive leadership positions, or to assume more complex leadership roles as the organization continues to grow in size and scale. The design of this study drew from four principle data sources to understand and evaluate the current practices of leadership development; they included literature review, surveys, individual interviews and document analysis. The literature review identified fourteen requisite knowledge, motivation, and organizational influences. Through analysis of survey, interview, and historical document data, eight influences were validated of the fourteen initially identified. Key points from the eight influences recognized the need for a shared understanding of the leadership competencies needed by future leaders, that leadership development tools and infrastructure are in place to the development process, and that current executive leadership fosters an organization culture where developing future leaders is as high a priority as building valued products or revenue generation. The Kirkpatrick and Kirkpatrick New World Model (2016) was utilized in the development of recommendations and evaluation mechanisms. This model facilitates the development of a holistic approach in selecting recommendations to close the validated influence gaps and evaluation strategies to monitor and measure impact. While the results and recommendations from this study provide one unique company an approach to developing its next generation of leaders, selected recommendations may transfer to other organizations.</p><p>