One of the least understood aspects of knowledge management in organizational research and the sociology of innovation is to explain how new technology paradigms facilitate the creation and adoption of new regimes and business practice of innovation by old firms. When innovation regimes are started up by cohesive communities of collaborators, born-online and born-global, the relationship is even less understood. My research explores how some of the largest fashion-technology start-ups on the Internet create and spread new technology and practice in digital marketing and e-commerce to vertically integrated, transnational fashion industry leaders. I bridge innovation and economic sociology with international business and strategic management to explain how Ron Burt's "good ideas" are actually generated and meaningfully reapplied by emerging new entrants in the organizational practice of established incumbent fashion firms from Europe and the US. The fashion industry is an extreme case-study offering an ideal context to investigate these emergent processes, revealing the dynamic relationship between innovation and change. The research posits that executives in established organizations in this context can manage the tension between challenge and opportunity of adopting disruptive practice by learning to manage collaboratively the parts of their value chains that are most affected by the entrepreneurial creativity of new peers.

“I keep doing it over and over again, and there’s no sort of creative point,” says a young digital designer. “When I started, people warned me how shitty it was, and when new people start, I try to tell them too,” explains a colleague in the field. “I’ve got to quit my job. I’ve got nothing to go to, but I’ve got to quit my job because I’m creatively dying,” adds another. On the surface, members of the “creative class” rarely come across as disaffected or disassociated employees. Often lauded for their self-sufficiency, authenticity and unconventionality, creative workers are supposed to be fulfilled in their jobs and carry the promise of urban renewal and economic growth. But recent studies suggest that even the “super-creative core” of the creative class—those working at the intersections of art, design and technology—can suffer an acute form of estrangement. Alienation@work explores the experiences of creative workers in-depth to reveal an alarming trend. In a world where economic transactions disguise themselves as experiential transformations, and surplus value comes in the form of a Twitter tweet, members of the creative class are called upon to exert not just cognitive and emotional but existential labor. As a result, they often lose the ability to know just where work ends and where life begins, and struggle to separate “what I do” from “who I am.” Alienation, once the result of a psychological distancing from one’s labor, now manifests from an uncanny closeness and over-identification. Could the creative class, once the harbinger of hope, be the sign of impending disaster? Alienation@work uncovers how creative workers cope with their situation and how they manage to re-claim their creativity against the odds. Findings from 32 phenomenological interviews reveal how the rise in commodified experiences may simply serve as an index of the decline in truly shared ones, unmediated by the market, while the burgeoning “creative economy” may simply fill a void formed by the vacuum of true creativity’s absence. Alienation@work argues for a radical revision of what constitutes creative work, both to attenuate today’s form of alienation and to reclaim life from the colonizing forces of capital.

How do employees judge a leader who bribes foreign government officials for the market entry of the company’s products? What makes employees give biased treatment in favor of their friends at work? In my dissertation, I suggest that employees’ lay theories of agency influence their ethical judgments and choices. Lay theories of agency are general preconceptions about intentionality, capacity, and autonomy of individuals and groups. Chapter 1 reviews research on lay theories, defines lay theories of agency, and distinguishes them from related constructs. Chapter 2 develops the thesis about how employees’ lay theories of agency inform their judgments of leaders’ commitment of bribery. Study 1 found that Chinese working adults were more lenient than Americans when asked to imagine that their actual work supervisor had committed bribery and this was because of the stronger Chinese preconception of group agency. Effects of group agency primacy held even after controlling for alternative accounts such as organizational identification, power distance, paternalistic leadership, and personal relationship with the supervisor. Study 2 found that when group (versus individual) agency was experimentally primed, participants became more lenient toward a leader who commits bribery. Chapter 3 develops the thesis on how lay theories of agency influence employees’ own unethical decisions, namely, their favoritism towards friends at work. Studies 3 and 4 found that Chinese employees were more likely to show favoritism at work than Americans, and again this was mediated by their greater emphasis on group agency. Study 5 found greater favoritism both in and outside the workplace when group (versus individual) agency was experimentally primed. In each of the theses I discuss the implications to specific literatures and relevant management practices. I also propose several future research directions that could potentially address the limitations of current studies.

Loi Chi-ho. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 96-106). / Abstracts in English and Chinese. / ABSTRACT (in English) --- p.i / ABSTRACT (in Chinese) --- p.iii / ACKNOWLEDGEMENTS --- p.iv / TABLE OF CONTENTS --- p.v / LIST OF TABLES AND FIGURES --- p.vii / CHAPTERS / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 1.1 --- Background of the Study --- p.1 / Chapter 1.2 --- Purposes and Objectives of the Study --- p.3 / Chapter 1.3 --- Significance of the Study --- p.6 / Chapter 1.4 --- Structure of the Thesis --- p.8 / Chapter 2. --- LITERATURE REVIEW --- p.10 / Chapter 2.1 --- The Social Exchange Perspective --- p.10 / Chapter 2.2 --- Organizational Support Theory and Social Exchange Perspective --- p.16 / Chapter 2.3 --- Organizational Justice and Social Exchange --- p.20 / Chapter 2.3.1 --- Distributive Justice --- p.20 / Chapter 2.3.2 --- Procedural Justice --- p.23 / Chapter 2.4 --- The Professional Context --- p.25 / Chapter 2.4.1 --- The Professional Model --- p.26 / Chapter 2.4.2 --- Professional Identification --- p.29 / Chapter 3. --- HYPOTHESES DEVELOPMENT --- p.33 / Chapter 3.1 --- Organizational Justice and Organizational Commitment --- p.33 / Chapter 3.2 --- Organizational Justice and Job Satisfaction --- p.38 / Chapter 3.3 --- Moderating Effect of Professional Identification --- p.41 / Chapter 4. --- RESEARCH METHODOLOGY --- p.47 / Chapter 4.1 --- Sample and Procedure --- p.47 / Chapter 4.2 --- Measurement and Variables --- p.49 / Chapter 4.3 --- Analytical Strategy --- p.53 / Chapter 5. --- RESEARCH RESULTS --- p.56 / Chapter 5.1 --- Factor Structure of the Measures --- p.56 / Chapter 5.2 --- Descriptive Statistics --- p.58 / Chapter 5.3 --- Test of the Mediating Hypotheses --- p.62 / Chapter 5.4 --- Test of the Moderating Hypotheses --- p.69 / Chapter 6. --- DISCUSSION --- p.74 / Chapter 6.1 --- Does Distributive Justice Matter? --- p.74 / Chapter 6.2 --- Moderating Effect of Professional Identification --- p.78 / Chapter 6.3 --- Implications for Theory --- p.80 / Chapter 6.4 --- Implications for Practice --- p.82 / Chapter 6.5 --- Limitations of the Study --- p.85 / Chapter 7. --- CONCLUSION --- p.88 / APPENDIX I Questionnaire of Professional Career Survey --- p.91 / REFERENCES --- p.96

by Ng Wai, Michael. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 72-92). / Abstracts in English and Chinese. / ACKNOWLEDGEMENTS --- p.ii / APPROVAL --- p.iii / ABSTRACT (in English) --- p.iv / ABSTRACT (in Chinese) --- p.vi / TABLE OF CONTENTS --- p.vii / APPENDICES --- p.ix / LIST OF TABLES --- p.x / LIST OF FIGURES --- p.xi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Leadership --- p.1 / Emergent Leadership --- p.2 / Purpose of the Study --- p.6 / Chapter II. --- HYPOTHESES --- p.8 / Extroversion --- p.8 / Definition and Significance of the Study on Extroversion --- p.8 / Literature Fundamentals for Hypotheses --- p.10 / Organizational Citizenship Behavior (OCB) --- p.18 / Definition and Significance of the Study on OCB --- p.19 / Literature Fundamentals for Hypotheses --- p.22 / Gender --- p.25 / Interactions --- p.26 / Chapter III. --- METHOD --- p.32 / Design --- p.32 / Variables --- p.33 / Independent Variables Measures --- p.33 / Extroversion --- p.33 / Organizational Citizenship Behavior (OCB) --- p.34 / Dependent Variable Measure --- p.34 / Emergent leadership --- p.34 / Stimulus Materials --- p.35 / Control Variables --- p.40 / Participants --- p.40 / Experimental Manipulations --- p.41 / Chapter IV. --- RESULTS --- p.45 / Manipulation Check --- p.45 / Factor Analysis and Reliability Analysis --- p.47 / Results of the Guangzhou Data --- p.47 / Results of the Beijing Data --- p.48 / Results of the Aggregate Data --- p.49 / Hypotheses Testing --- p.52 / Hypotheses Results with Guangzhou Data --- p.52 / Hypotheses Results with Beijing Data --- p.57 / Chapter V. --- DISCUSSION --- p.64 / Chapter VI. --- LIMITATIONS AND FUTURE RESEARCH --- p.68 / REFERENCES --- p.72 / APPENDIX --- p.93 / APPENDICES / Appendix A English Version of the Extroversion Measure --- p.93 / Appendix B Chinese Version of the Extroversion Measure --- p.95 / Appendix C English Version of the OCB Scale --- p.97 / Appendix D Chinese Version of the OCB Scale --- p.98 / Appendix E 48 Arrangements of Emergent Leader Candidates --- p.99 / Appendix F SPSS Commands for Hypotheses Testing --- p.100

Lau Man Wa. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2005. / Includes bibliographical references (leaves 48-60). / Abstract in English and Chinese; questionnairnes in Chinese. / Chapter CHAPTER 1. --- INTRODUCTION --- p.1 / OCBs Definition & Dimension --- p.2 / Antecedents of OCBs --- p.4 / Consequences of OCBs --- p.6 / CPBs Definitions & Dimensions --- p.7 / Antecedents of CPBs --- p.8 / Consequences of CPBs --- p.10 / An Integrative Framework of OCBs and CPBs Antecedents --- p.11 / Table 1 --- p.15 / Table 2 --- p.16 / Proposed Model --- p.17 / Unique Antecedents of OCBs --- p.18 / Unique Antecedents of CPBs --- p.19 / Common Antecedents of OCBs and CPBs --- p.20 / Summary --- p.21 / Figure 1 --- p.22 / Chapter CHAPTER 2. --- METHOD --- p.23 / A Quantitative Study Validating the Proposed Model --- p.23 / Overview --- p.23 / Participants --- p.23 / Table 3 --- p.24 / Measure - Questionnaire for Targeted Employee --- p.26 / Measure - Questionnaire for Colleague --- p.27 / Table 4 --- p.28 / Table 5 --- p.29 / Chapter CHAPTER 3. --- RESULTS --- p.30 / Correlation Analyses --- p.30 / Path Analyses --- p.30 / Figure 2 --- p.34 / Table 6 --- p.35 / Chapter CHAPTER 4. --- Discussion --- p.37 / Role Model --- p.37 / Inequity --- p.39 / Relationship with Colleagues --- p.40 / Face --- p.41 / Intrinsic and Extrinsic Motivation --- p.42 / Strengths and Limitations --- p.43 / Concluding Remarks --- p.47 / REFERENCES --- p.48 / APPENDIX --- p.61 / Chapter (1) --- Questionnaire for Targeted Employee --- p.61 / Chapter (2) --- Questionnaire for Colleague --- p.76

<p> The following research highlights the impact of building a strong school culture in one successful urban Turnaround school. From changes to the environment to increased professional development, from the impact on student and parent engagement to the changes in professional expectations for staff, it seems there was no area of the school that wasn&rsquo;t positively impacted by focusing on improving the school&rsquo;s culture. It highlights a school that moved from being arguably the lowest performing elementary school in the state to a school that had measurable and steady improvements in student achievement over a four year span. This research presents a success story told through the lens of the culture-building that the seasoned leader prioritized and insisted was most critical to their Turnaround efforts. Despite massive reform and the pressures of accountability, the leader&rsquo;s insistence on shaping the culture in every aspect of the school paid off. The staff too experienced this improved culture as critical to their Turnaround and sustained success. Given the fact that this school generated steady success in one of the poorest neighborhoods in the state, this local story has much to teach like and unlike settings. Additionally, this Principal&rsquo;s ability to strengthen her school culture through the implementation of massive reform provides district and school-based leaders ways to couple culture-building and reform in effective ways. This research identifies and extrapolates the key findings that are replicable and urgently relevant to public schools everywhere that are struggling to find a balance between answering the call of heavy reform while creating school cultures that meet the needs of students and staff, and create lasting and sustainable school-wide improvement. Finally, this research provides an example of a successful leader who invested in the culture, despite pressures to focus on other urgent matters perceived to be more directly related to student achievement. This research provides an invitation to leaders who wish to build school cultures that will prove foundational to substantial and lasting success.</p>

<p> Community, or the sense of being connected to others, represents an enduring conversation throughout organizational literature. <i>Communitas </i>, on the other hand, has not been well researched in this context. <i>Communitas</i> refers to an unstructured community in which people have a sense of sharing and intimacy that develops among persons who experience liminality as a group. Building on the anthropological work of Arnold van Gennep, Victor Turner, and Edith Turner, this study explores the experience of communitas among Information Technology <i>Road Warriors </i>, those consulting professionals that spend much of their work life away from home and within the liminal environment of their project-based work. It also elucidates the supporting nature of strong social relationships among Road Warriors. The study employs a qualitative approach and draws on in-depth interviews of 21 Road Warriors from five professional services firms. Findings were captured in an integrative model of communitas, that includes both structural and behavioral elements that together represent the symbolic construction of communitas as experienced by the participants. The data indicate that participants sharing this liminal space enjoy a particular sense of community that allows what might be seen as a disparate group to find a sense of belonging and communitas. Practical implications for professional services firms, managers, employees, and organizations that employ liminal work groups are presented, along with recommendations for future research.</p>

<p> Effective leadership is an integral component to ensure organizational excellence. Scholarly inquiry related to substance use, abuse, and addiction&rsquo;s impact on the organization has been abundant while investigation of the effects of substance or behavioral addictions on leadership capacity was scant. Addiction, of any kind, leads to biological, psychological, and social dysfunction, incurring harm to addict, their families, followers, and the workplace. Within the context of the organization, as sexual addiction is often considered a taboo and undiscussable topic, inquiry regarding this topic was minimal. The purpose of this qualitative study was to explore the influence of sexual addiction on the leadership capacity of 7 leaders while in active addiction and in recovery. A related question considered how their organizations may have been affected by leader behaviors in both active and recovering states. Findings included active addiction having manifested in harmful and destructive leader behaviors to followers and the organization. Regarding recovery, these leaders&rsquo; personal experiences included: increased self-awareness and self-regulation, transparency, ongoing commitment to 12-step recovery program activities, and psychological growth. Benefit accrued to their organizations included: increased team collaboration, positive social exchanges, follower development, and enhanced organizational outcomes.</p><p>

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