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Follower Commitment: The Impact of Authentic Leadership’s Positivity and Justice on PresenteeismDrakeley, Caroline Antonia January 2018 (has links)
No description available.
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Building Succession Management Through Competency-Based Rubrics: A Case Study of Women’s Crisis ServicesChancellor, James David 07 August 2023 (has links)
No description available.
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Addressing the Lack of Racial Diversity in an Engineering Co-op ProgramAspiras, Dae Brodeur 07 August 2023 (has links)
No description available.
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Influencing Factors of Adaptive Clothing Production Amongst Design Teams in the U.S. Mass Apparel IndustryYanez, Mayra 23 June 2023 (has links)
No description available.
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Organizational Factors of Safety Culture Associated with Perceived Success in Patient Handoffs, Error Reporting, and Central Line-Associated Bloodstream InfectionsRichter, Jason 30 August 2013 (has links)
No description available.
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Exploring Juvenile Diversion in Ohio: With Implications for Policy & Practice Supporting Evidence-Based Practice and Comprehensive Strategy - Multi-Systemic Therapy (MST) and WraproundSheppard, Victoria C. 26 August 2008 (has links)
No description available.
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On Being a Nonprofit Executive DirectorRechtman, Janet Elizabeth 11 April 2008 (has links)
No description available.
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The Ah-Ha Experience in Peer-Mentoring Group SessionsGray, Gary A. 30 August 2022 (has links)
No description available.
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Asymmetry In Operational Efficiency and Managerial Ability BenchmarksTRIPATHI, MUKTAK KRISHNACHANDRA 08 1900 (has links)
Standard empirical models of operating efficiency (OE) and managerial ability (MA) assume a symmetric linear relation of OE and MA with firm performance. However, OE and MA metrics are likely to respond faster to a demand decrease than a demand increase due to cost stickiness and respond faster to negative returns than to positive returns due to accounting conservatism. As predicted, I find large asymmetries in the behavior of OE and MA measures. OE and MA in levels (changes) are 2.4 (1.4) times and 1.5 (1.6) times more sensitive to demand decreases than demand increases. Similarly, OE and MA levels (changes) are 1.7 (1.5) times and 3.6 (2.3) times more sensitive to negative returns than to positive returns. The incremental explanatory power of modeling asymmetry in OE and MA levels (changes) is 20.9% (39.5%) and 263.3% (27.6%), measured as incremental adjusted R2. Cross-sectionally, asymmetry in OE and MA varies with the determinants of cost stickiness: (1) asset intensity and (2) employee intensity. Moreover, the degree of asymmetry also varies with the determinants of accounting conservatism: (1) book-to-market value of equity, (2) leverage, and (3) market capitalization. In addition, demand decline (i.e., cost stickiness) and bad news (i.e., accounting conservatism) during prior and successive periods have an incremental impact on the asymmetry in OE and MA. The standard models of OE and MA do not control for these correlated-omitted variables or incorporate the cost stickiness and accounting conservatism asymmetries, which yield biased measurements and render incorrect regression estimates and inferences. / Business Administration/Accounting
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Conflicting Institutional Logics and the Loose Coupling of Practice with NASA's Enterprise Information SystemBerente, Nicholas January 2009 (has links)
No description available.
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