The nonprofit sector is increasingly engaged in social enterprise, which involves a combination and balancing of social mission and business goals which can cause mission drift or mission tension. A work integrated social enterprise (WISE) is a specific type of social enterprise that focuses on integrating hard-to-employ individuals, such as ex offenders, back into the workforce, usually through producing goods or offering services. Little is known about how WISE organizations manage mission drift, particularly given the unique characteristics of this type of organization. Using institutional values theory and resource dependence theory as the foundation, the purpose of this case study was to explore how a WISE in Indiana experience and manage mission drift and mission tension. Data were collected from semistructured interviews with 4 board members and 4 staff persons, and from organizational documents. All data were inductively coded and subjected to a constant, comparative analysis between empirical and predictive themes. The study revealed the organization has not experienced mission drift or mission tension because, (a) there was a strong mission and a commitment by the board and staff to the mission, (b) there was a constant balancing act between mission and income, (c) business goals aligned with mission, and (d) operating systems were in place for mission sustainability. The positive social change implications stemming from this study include providing beneficial information about best practices and strategies to other organizations seeking to develop WISE programs that provide opportunities and training for difficult to employ populations.

The Intelligence Reform and Terrorism Prevention Act of 2004 addressed the belief that weak analytic tradecraft had been an underlying cause of intelligence failures in the U.S. by requiring the Director of National Intelligence to establish and enforce tradecraft standards throughout the U.S. intelligence community (IC). However, analytic tradecraft-the innate abilities and learned skills of intelligence analysts, combined with the tools and technology needed to conduct analysis-is an understudied and poorly understood concept and a decade later, the frequency of intelligence failures has not improved. Using actor-network theory (ANT) as the foundation, the purpose of this qualitative narrative study was to gain greater clarity regarding the process of intelligence analysis and corresponding tradecraft. Data were collected through 7 semi-structured interviews from a purposely selected sample of U.S intelligence analysts to determine how they understood and navigated the analytic process. These data were inductively coded, and following the tenets of the ANT, the process and actors involved in transforming customer requirements and intelligence information into analytic products and refined collection requirements were identified and mapped. The central finding of this study is that current tradecraft standards address neither the full range of activities taking place nor the complete roster of actors involved in the analytic process. With this knowledge, the U.S. IC may be better positioned to identify specific training and equipment shortfalls, develop tailored reform efforts, and improve intelligence operations, resulting in potential positive social change.

This qualitative case study was used to examine the Request for Proposal (RFP) evaluation process used by airports for selecting concessions business operators, including retail and duty-free gift shops, restaurants, newsstands, and public parking. The case consisted of 42 purposefully selected RFPs from 35 airports representing 92% of all U.S. commercial airline passenger traffic compared against guidelines found in Airport Cooperative Research Program (ACRP) Report 54. A problem occurs when evaluation outcomes are challenged because of perceptions of bias, and formal protests and legal claims create delays that disproportionately affect small and minority-owned businesses. The purpose of this study was to compare RFP documents for congruence and influences of concessionaire evaluation ratings. Qualitative data analysis, qualitative content analysis, and interpretive coding were used to explain socioeconomic factors inferred from the documents. Gaps existed in available literature for the effect of airport size, governance type, and evaluator motivation on the RFP process. Study findings showed weighted evaluation criteria inconsistencies with the guidelines, evidence of innate governance system influences, government-operated airport RFP preference of revenue generation measures and socioeconomic attachments, independent authority operated preferences for command and control measures, and potential for the use of standardized core evaluation criteria. By challenging the premise of a bias-free government procurement process, positive social change was achievable through this study's reinforcement of federally qualified small and minority business expansion initiatives promoting open participation and fair competition in concessions opportunities at U.S. commercial passenger airports.

There is a considerable amount of research demonstrating important gender differences in job satisfaction and perceived leadership style. These critical relationships have not been sufficiently explored in correctional institutions, particularly as more women are entering corrections officer positions, and low job satisfaction can lead to risky and sometimes life-threatening consequences. The purpose of this ex post facto study was to investigate the relationship between correctional officers' job satisfaction and their perception of transformational leadership style in their supervisor and to explore how the interaction between leadership style and gender affects job satisfaction. The theoretical framework of transformational leadership was used to examine the hypothesis that transformational leadership would foster overall job satisfaction. Data were collected from 86 participants from a population of 180 county jail correctional officers using the Multifactor Leadership Questionnaire for leadership and the Job Diagnostic Survey for job satisfaction. A 2 x 2 ANOVA (male vs. female and transformational leadership vs. transactional leadership) was conducted. While the results were statistically non-significant, mean differences among the groups revealed an interaction effect, suggesting that women with a transformational leader have higher job satisfaction than do those with a transactional leader, while men with transactional leaders are more satisfied than are those with transformational leaders. It is suggested that future research utilize more rigorous sampling methods (e.g., stratified and cluster) to explore this potential interaction, and include qualitative interviews with officers to gain deeper insights into the meaning of leadership in the performance of these important, risk-filled jobs.

There is an increased use of downsizing across telecommunications in the northeast United States, and organizational leaders are challenged to motivate the productivity of the retained employees. Guided by systems theory, the purpose of this single case study was to explore successful downsizing strategies of a small group of organizational leaders and managers in the operations of telecommunications in the northeast United States. The study participants, chosen for their motivation success in motivation after downsizing, consisted of 2 purposefully selected business leaders who completed individual, face-to-face interviews and a focus group of 5 managers. The coding of data and word clusters from data obtained from the interviews and focus group led to 4 emergent themes of organizational communication, leadership, employee motivation, and work-life balance. The participant responses showed through topic saturation that communication and work-life balance were the most important major themes. The findings from this study suggest that communication during all phases of downsizing can add to the employees' motivation and employees understanding of what leadership expects from them. When organizational leaders communicate a message of a better work-life balance, positive social change may occur, creating a more productive and loyal employee. When employees have a healthy work-life balance, there are significant benefits to their work organizations, families, and home lives.

Researchers suggest that individuals in Corporate America have stereotypes about the ways in which men and women lead. They also have found that a leader's style and gender can impact employees' job satisfaction, performance, and engagement. However, researchers have provided little empirical evidence about the specific relationship of leadership style and gender on employee motivation. The purpose of this quantitative study was to examine the effects of leadership style, as measured by the Multifactor Leadership Questionnaire (MLQ), and a leader's gender on employee motivation, as measured by the Work Preference Inventory (WPI). Because it was assumed that small organizations would elicit higher participation, individuals employed at organizations with fewer than 100 employees were surveyed. After being asked about the gender and specific characteristics of their leaders, participants were asked about their level of motivation via the WPI. A 2x3 ANOVA was performed to determine the main effects of a leader's gender and leadership style on level of employee motivation. Findings revealed that although gender and leadership style do not significantly impact motivation, laissez-faire leadership style is more likely to positively influence motivation when compared to transformational or transactional leadership style. Though statistically insignificant, these findings contribute to the understanding of the relationship of gender, leadership, and employee motivation, an ongoing topic of concern. Social implications of this study include dispelling some of the gender stereotypes distributed by Corporate America. Essentially, effective leadership is not about which gender leads best, but more about deploying leadership skills that will contribute to employee success.

Nonprofit agencies are instrumental in U.S. society and local communities. While there is significant outreach targeted for wealthy and middle-class Caucasian families, there is a lack of targeted effort for African Americans. The purpose of this case study was to explore the strategies development directors use to engage and retain African American donors. The focus of the research questions was what factors lead to successful engagement campaigns for African Americans. The qualitative case study was suitable for gathering data from multiple sources of information, including an interview questionnaire and existing literature. A purposeful sampling strategy was appropriate for choosing 5 development directors from 5 nonprofit organizations for the open-ended interviews. Transcribed data were analyzed by comparing responses that led to theme creation. Source triangulation utilized for trustworthiness and response interpretation revealed community development, fostering relationships and intentional engagement are themes that attract African Americans. Results of the study showed development directors who utilize community based and family oriented themes and targeted social media campaigns reach more African American patrons. The social implications outlined in this study are intended to assist nonprofit leaders create a stable donor base so they can positively impact the local community. By addressing engagement strategies with a significant portion of the community, nonprofit leaders can attract and retain this largely untapped market for continued sustainability.

Arrogance in the workplace is a growing area of interest within industrial-organizational psychology. Arrogant employees tend to lack positive interpersonal work relationships, act superior yet have a lower level of cognitive abilities, and have poorer job performance than their less arrogant counterparts, leading to challenging work relationships and overall impact on an organization's ability to meet its objectives. The present study examined professional arrogance measured by the Workplace Arrogance Scale (WARS), a 26 question survey, in relation to the objective outcome measure of a Financial Investment Advisor's (FIA) ranking on the firm's leader board based on total assets under management plus revenue. A total of 37 participants who have been in the profession for more than 2 years completed the survey. This study employed a quantitative, correlational research design. The research questions were assessed using linear regression and moderation analyses. Analysis of the data showed no significant predictive relationship between results of the WARS and performance. Gender and professional experience did not moderate the relationship between an FIA's arrogance and their performance. While these findings did not support the hypothesis of a connection between a FIA's assessed arrogance and measured performance, arrogance remains an important construct requiring further study. As workplace arrogance is better understood, it can be screened for by human resources within hiring processes and can be addressed directly by leadership through training and development. Decreased arrogance is likely to lead to more respectful client relationships, leading to customer loyalty and increased revenues for the client, FIA and the financial firm that he/she serves.

A gap exists in the literature on the actual experiences of older workers with information and communication technology adoption in technology-infused workplaces. To inform organizations on how to more effectively support this employee group's adoption of technology, the purpose of this qualitative exploratory multiple case study was designed to gain a deeper understanding of the daily experiences of older workers when adopting and adapting to information and communication technologies in a technology-infused workplace. This study is framed by, first, the selection-optimization-compensation framework for successful aging and, second, the age-inclusive training design framework. Semistructured interviews with 8 participants, observational field notes, and archival data provided data regarding specific technology experiences among older workers in the workplace. Identifiable themes emerged through thematic analysis of the textual data and cross-case synthesis analysis. A total of 8 categories that enclose a total of 18 themes were identified. The categories are (a) selection of resources, (b) optimization of resources, (c) compensation of resources, (d) performance limitations, (e) assessing training needs, (f) establishing/ sustaining performance, (g) age-inclusive training needs, and (h) older workers as organizational assets. Findings enhanced social change efforts by providing insight on the daily experiences that the older worker faced which may contribute to limited productivity in the workplace. Organizational leaders and human resource managers may use results of this study to implement provisions that improve help organizational profitability, team cohesiveness, and workplace satisfaction.

Organizations responding to humanitarian crises often have different organizational cultures and observational lenses, presenting barriers to collaborative efforts at the outset of a crisis. The inherently chaotic nature of these crises exacerbates this problem, slowing the speed of response and the degree of efficacy of the response effort. Researchers have examined these organizational differences but have not defined barriers to mutuality and possible ways to overcome those barriers presenting a gap in knowledge. The purpose of this study was to fill this gap by offering areas to focus on to improve cultural awareness between disparate organizations. The central research question investigated the extent to which intrinsic value descriptions of organizational cultures provide opportunities to mitigate barriers between the military and humanitarian aid workers. A qualitative study using narrative ethnography was applied in answering this question. Two Participants were recruited from the military and two from civilian aid organizations based upon their experience and insight and their commensurate ability to relate the need for mutual understanding between their organizations. Data were collected through descriptive interviews of the participants' lived experiences in crisis response. The data were coded using existing theory on cultural dimensions from Project GLOBE and then analyzed using relational theory. The results confirmed a need for more effective coordination and unity of effort, which may be achieved through cultural understanding and which can result in a more efficient crisis response. These findings may ease the suffering encountered in humanitarian crises by improving the collaborative education of both military and civilian responders to these crises.