<p> Change and stability are critical to the sustained competitive advantage of organizations. Emerging research shows the relationship that exists between human agency and institutions, but also the inter-relationship to the dynamic of change and stability. This study examines the concepts of stability and change in regard to organizational change and institutional theory, and the influence of macro- and meso-structuring mechanisms in processes of institutional reproduction and change. Specific reference is made to institutional orientations toward stability and change as primary dimensions in the analysis of micro-level explanations that contribute to understanding adoption of new organizational practices.</p><p> This participative mixed-methods study was conducted in 12 community rehabilitation programs within New York State. It showed how both agency and institutional orientations toward stability and change are influenced through structuring mechanisms, and can be identified and discerned through patterns. The depiction of these orientations were identified by conceptual mapping and pattern matching, a research method emerging in both the change and institutional theory research. The new understandings gained regarding these agency and institutional orientations will contribute to new insights as to how micro-level actions occur and contribute to macro-institutional orientations toward stability and change. This study also supports the conclusion that macro- and meso-structuring mechanisms can become strange attractors which limit organizational potential for change, and that gaining an understanding of these attractor cages can assist organizations in mapping alternative futures.</p>

<p> People make important first impression judgments of the trustworthiness of strangers every day and in many settings. This study investigated whether ethnic background and age of the observer affected first impressions drawn solely from the physiognomics, the nonverbal facial cues, of the stranger. The researcher extended the methodology used by Xu et al. to two groups of 36 Chinese-American and Caucasian-American senior females over the age of 53 in Phoenix, Arizona. The women used a 9-point Likert scale (from very untrustworthy to very trustworthy) to evaluate photographs modified by FaceGen software of 150 Caucasian, Asian, and African-American and Hispanic men and women of varied ages. The results supported prior findings that ethnic background did not affect trustworthiness evaluations, but age did. The two ethnic groups showed no significant difference in their evaluations: the mean Chinese-American evaluation was 5.81 (SD = 1.06), and the mean score for Caucasians was 5.33 (SD = 1.37). Both groups showed a statistically significant linear correlation between age and mean trustworthiness scores (r = -.38, p = .001). As age increased, trustworthiness scores decreased. This negative correlation between age and trust differed from findings of prior research that older adults are somewhat more trusting than younger adults. There is a need for additional research to determine how age and other demographic factors affect first impressions of trustworthiness from physiognomic characteristics.</p>

<p> A multiple case study was used to explore the experiences of senior leaders with vulnerability. The leaders selected for the study were seasoned executives who consciously used vulnerability as part of their leadership style and who had extensive experience with a variety personal development processes. Semi-structured in-depth interviews were conducted with 7 senior leaders from a variety of for-profit and non-profit sectors. The study provides insights that may be of practical use to leaders who wish to deepen their experience and expression of leadership, and to leadership development professionals who focus on helping leaders to be more emotionally genuine, relationally transparent, and able to take healthy risks. Though there are tangentially relevant theories such as emotional intelligence and authentic leadership, vulnerability is a new area of study especially as it concerns leadership, and this qualitative exploration may bring an important perspective to this emerging topic of academic and practical interest.</p>

<p> Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment. </p><p> Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) &ldquo;Agility and Organization Design: A Diagnostic Framework&rdquo;. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables. </p><p> This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.</p>

<p> It is believed that the commitment to diversity in the workplace is rooted in the civil rights movement. Six decades later, many companies have achieved a demographically diverse workforce, while others have not. Some organizations assumed that diversity would automatically result in inclusion. Seemingly, it has been more elusive to create and sustain an inclusive workplace. Within large global organizations, the task of creating such a workplace rests with the Chief Diversity Officer (CDO). </p><p> Inclusion, as related to engaging diverse employees in the workplace, is an emerging concept. This study explored the perceptions and experiences of Chief Diversity Officers in establishing and maintaining an inclusive work environment. Specifically, this study focused on identifying the challenges they faced and determining the strategies and measures these practitioners implemented to cultivate cultures of inclusion. Further, given their experiences, this study sought to capture their recommendations for others who may consider such a task. Therefore, qualitative research methodology was aligned to the purpose of exploring the meaning assigned to this experience to identify best practices. The qualitative approach relied upon semi-structured interviews conducted on a one-on-one basis with the survey participants. In using a one-on-one format, the researcher was able to glean deep understanding and insight regarding the practices of CDOs. </p><p> The salient findings of the study indicate that there is commonality in regards to the foundational elements of building a culture of inclusion and the challenges that the CDOs have faced. The most noted foundational elements were building organizational capability, blending inclusive practices throughout the talent management cycle and branding the organization as inclusive. With regard to the challenges, most often cited were organizational priority, executive embrace and sufficient resources. In consideration of the existence of measures and which metrics were captured, there was significant disparity. While there was no evidence of consistent best practice associated with measurement, there was universal belief that the creating and sustaining inclusive workplaces would be requisite in the future. The respondents noted that the shifting demographics would make inclusive workplaces requisite for global businesses. </p>

<p> Health care technology workers play an increasingly important role in meeting regulatory requirements, improving patient care and containing health care costs. However, their perceptions of work and job satisfaction are lightly studied in comparison to other health care workers such as physicians or nurses. This exploratory study used heuristic inquiry to investigate the perceptions of health care technology workers with regard to their feelings of task significance, mission valence, work meaning, and job satisfaction. </p><p> Nine research participants representing three not-for-profit, secular hospital systems which were selected to have variation in geographic scope and organization size were interviewed. All participants were full-time, senior professional, non-executive, employees with a minimum of five years of experience in health care technology and three years with their current employer. </p><p> Thematic analysis revealed themes within four categories: organization culture, organization mission, interactions with clinicians and perceived contribution. These organizations have strong cultures in which staff members police the cultural norms. The inculcation to the culture includes helping health care technology workers connect to the organization&rsquo;s mission of patient care, and these employees perceive the mission to have high valence. While these employees feel that the mission of patient care is important and valuable, they have a conflicted relationship with physicians who they perceive as resistant to the adoption of new technology. Finally, health care technology workers recognized that their work tasks may not directly impact patient care; however, they felt their contribution was meaningful, in particular when they were able to contribute their unique talents. </p><p> Study conclusions and recommendations included how job rotations allowing health care technology workers to work at a care provider site provides an opportunity for health care companies to increase workers&rsquo; feelings of task significance and task identity, and therefore, job satisfaction. Contributing one&rsquo;s unique gift is perceived as meaningful, and workers seek opportunities to do so. Recognizing the importance of these workers and facilitating improved interactions between health care technology workers and physicians particularly with regard to adoption of new technology is seen as critical for ensuring effective and efficient health care delivery.</p>

<p> Profound changes are happening in the globalized work environment, challenging the existing way individuals operate at work and the traditional role of the workplace. The aim of this study was to examine the effects of the physical and social work environment through the lens of activity based working (ABW) to understand the effects ABW had on an individual&rsquo;s ability to integrate their work and nonwork lives and how this contributed to wellbeing and productivity. Twenty qualitative interviews were conducted across three Australian-based organizations that had implemented ABW. By studying the pre and post change impacts through the lens of Person-Environment Fit Theory and Self-Determination Theory (SDT), the study presented findings that identify a strong linkage between the physical and social environments and how this linkage is able to fulfill an individual&rsquo;s psychological needs&mdash;relatedness, autonomy, and competence&mdash;as defined by SDT. The study identified a greater sense of relatedness as the main benefit of an ABW intervention and suggested that there is a greater role for authenticity to play in the workplace in order to foster greater levels of autonomy. The study also identified competence as an area that organizations should focus more on in order to build and sustain the necessary skills and capabilities to work in an ABW environment. Participants described benefits to mental and physical health and wellbeing as well as productivity as a result of the ABW intervention.</p>

<p>Organization Development has the potential to play an active role in supporting environmental change initiatives. This study explores the values of a group of OD practitioners who are working with environmental concerns as a consideration in their practice. Nine qualitative interviews were conducted to explore values and surface factors that have influenced those values. The Schwartz Value Questionnaire (SVQ) and the Nature Relatedness Scale were administered to better understand practitioner values. Elements of self-transcendent values were revealed amongst practitioners through both quantitative and qualitative methods. In addition, these practitioners scored higher than the average population on Nature Relatedness. This study supported research, which linked an individual&rsquo;s self-transcendent values to feelings of environmental concern. This study also supported research by Schein (2014), which showed that certain experiences shaped ecological worldviews of sustainability leaders over their lifespan. OD has an opportunity to enable more of its students and practitioners to adopt this ecological worldview and gravitate towards leveraging OD expertise in the environmental sustainability space. </p>

<p> This qualitative study examined the startup phase of a new manufacturing facility in the rigid plastics packaging industry. Thirteen personnel were interviewed for their impressions of the startup experience, and were asked for their recommendations for the type of leadership, training and knowledge sharing, and organizational systems and support needed for a new plant startup to succeed. Participants noted both successes and challenges related to the plant manager, training and support delivered, and communication and other organizational systems in place. Participants offered several recommendations, including improving leader selection and preparation; optimizing training resources, schedules, and materials for each area; improving coordination, communication, and training for visiting support staff; and adapting human resources, project management, and equipment. Based on these findings, several recommendations for executive leaders, project management, and organization development consultants were identified. The key suggestion for continued research is to repeat the study with an enhanced research design. </p>

<p> This qualitative study examined the use of transformational leadership among producers in one production company in the entertainment industry. A sample of 16 producers who led shows at the organization from 2012 to 2016 completed an interview about their self-described and ideal leadership styles, their current and desired use of transformational leadership, and attitudes and openness to executive coaching. Producers&rsquo; self-described current leadership style is empowering, and they want to become more results-oriented and highly respected in the future. Participants reported they are and want to continue to be transformational. Almost all participants expressed interest in coaching. Although additional research is needed to extend and confirm the present study findings, the study organization may wish to offer its leaders development opportunities and consider training team members to promote consistent values. Specifically, executive coaching and training in transformational leadership may be beneficial and of interest to the participants in this study. </p>