It has become progressively difficult for businesses to tackle unanticipated events and define the influencers that generate unintended business consequences. As such, uncertain and ambiguous situations are now the prescriptive norm for many companies. Executives are at the forefront of having to make sense of the uncertainty to seek the ideal decision pathway. The purpose of this exploratory research study was to seek what is known about learning how to develop a systems thinking mental model by exploring the perceptions and narratives of 12 global executives working in the United Arab Emirates (UAE) within complex adaptive systems (CAS) and their understanding of their thinking patterns that may have assisted in learning how to develop a systems thinking mental model to manage business ambiguity. Three research questions were developed to identify the types of experiences, perceptions, thinking patterns, and enablers—be they within the individual, organizational, or environmental context—that may have provided a strategic learning path. The research questions include: (a) What characterizes the mental models the executives hold (the distinct nature or features of their beliefs, behaviors, and principles)?; (b) What are the experiences that provide the scaffolding in developing a systems thinking mental model (experiences and events)?; and (c) What aspects of the individual, organizational, and environmental interactions enable individuals to learn how to develop a systems thinking capacity (relationships, systems, and elements)? The qualitative exploratory research study used three data collection methods: (a) semi-structured interviews, (b) focus group session, and (c) demographic questionnaire. The researcher concluded from the findings, analysis, interpretations, and synthesis that: (a) a systems thinking mental model is reflective of and responsive to different elements, situations, and influencers; (b) certain behaviors are an integral part of a systems thinking mental model; (c) informal learning experiences in ambiguous and uncertain situations may provide an ambiguous thinking learning pathway; and (d) learning through social, cultural, and operational systems is an under-utilized strategic intent.

Business-to-consumer (B2C) e-commerce has been rapidly changing the competitive landscape of the retailing and service industries. Despite its claimed benefits, this innovative mode of retailing has not yet been accepted by every buyer and seller. An interesting question is why some consumers accept the idea of online shopping more readily than others. At the organizational level, a similar question is why some sellers have stronger intention to develop (B2C) e-commerce than others. This attitudinal and behavioral difference among individuals and organizations in the face of innovation has been widely studied in various disciplines such as innovation adoption, technology acceptance, marketing, and strategic management. The current research consists of two separate yet intellectually correlated empirical studies. Study 1 investigated how potential online consumers' individual characteristics affected their attitude and intention toward online shopping in a sample of 474 students. It was found that cognitive and psychological characteristics more than demographic characteristics were associated with a consumer's online shopping attitude and purchasing intention. Study 2 proposed and tested a multi-level theoretical model about the factors influencing a firm's intention to develop e-commerce. Travel agencies in Taiwan were selected as research subjects. Interviews were conducted with one government official of the Tourism Bureau and ten travel agency CEOs. Survey data were collected from a sample of 137 travel agencies. Positive and statistically significant relationships were found between perceived competitive pressure, market-driving orientation, IT resource base and e-commerce intention. By contrast, customer-led orientation was negatively associated with e-commerce intention. Implications of these findings for academic research and e-commerce practices are also discussed. / Wang, Shu-chuan. / Adviser: Waiman Cheung. / Source: Dissertation Abstracts International, Volume: 62-09, Section: A, page: 3111. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2001. / Includes bibliographical references (p. 159-195). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.

Yuk Yee Jessica Kwong. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaves 43-47). / Abstracts in English and Chinese.

<p> In the last few decades, the world has witnessed an unparalleled increase in human longevity, accompanied by more years of employment and declining birth rates. These unusual events have dramatically raised the portion of older employees who are still active in the global labor force. Scholars have recognized that, along with the overall aging of the workforce, older individuals will increasingly occupy leadership positions. Since the current knowledge economy promotes a globalized, competitive, and rapidly evolving educational and business environment, organizational leaders are increasingly facing challenges to keep their leadership knowledge base current. Organizational leaders must attract and retain the best human capital, competent individuals who can act strategically to move their organizations forward. Consequently, it is prudent to believe that, in order to face the new challenges of an aging workforce, organizations will require exceptional leaders to maintain a cohesive organizational system in which diverse generational cohorts may interact and work together efficiently and effectively. </p><p> Using leadership identity theory, dynamic capabilities, and the leadership trait approach as the conceptual framework, this study assessed intergenerational perceptions of the importance of seven leadership traits: intelligence, decisiveness, compassion, innovation, organization, ambition, and honesty using a national sample of almost two thousand adults in the United States representing four generational cohorts: Millennials, Generation X, Baby Boomers, and the Silent generation. This quasi-experimental quantitative study sought to identify the differences in perception of the importance of leadership traits that each of these generational cohorts may have and the interaction that gender and educational level may have on generational cohort perceptions of the importance of leadership traits. </p><p> Descriptive statistical analysis and comparative analyses including one-way and two-way ANOVA were conducted to determine any statistically significant differences in means among the differences in means of the perception of the importance of leadership traits among generational cohorts moderated by gender and educational level. Statistically significant findings for some, but not all, of the seven leadership traits included in this study were found by generational cohort and these differences were moderated by gender and educational level. Implications and recommendations for policy, practice, and future research are offered.</p><p>

<p> 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 <i>selection-optimization-compensation framework for successful aging</i> and, second, the <i>age-inclusive training design framework.</i> 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.</p><p>

OBJECTIVE: To characterize the use of strategic planning for diversity and inclusion in AAMC-member U.S. medical schools and its relation to underrepresented minority (URM) faculty. METHODS: We examined websites of 118 institutions for strategic plans to improve faculty diversity. Race/ethnicity data from the AAMC Faculty Roster were used to stratify schools into higher or lower/no increase in URM faculty (1998 to 2015). We searched for an association between these plans and change in URM faculty. We conducted qualitative sub-analyses of the most recent plans of institutions that expressed goals for faculty diversity. Analyses involved a modified-grounded theory approach, using a priori codes informed by an AAMC guide and a data-driven, constant comparison method. Plans were stratified into two groups by higher or lower URM faculty in 2015. Larger themes based on both a priori and emergent codes were identified. Sub-analyses for associations between AAMC Guide Adherence and URM faculty were conducted. RESULTS: Most institutions (72%) had plans for faculty diversity. There was no association between URM faculty change and a goal for faculty diversity (p=0.43) or plan duration (p=0.64). Qualitatively, four themes were accordant with effective strategic planning principles. Four emergent themes in both high and low URM groups reflected novel issues, two occurred in the low URM group, and one in the high URM group. Quantitative sub-analyses found no association between Guide Adherence and URM status (p= 0.86). CONCLUSION: Despite general adherence to best practices, strategic plans for diversity and inclusion are not associated with URM faculty presence or change. / 2019-06-09T00:00:00Z

<p> China is poised to introduce sweeping innovation and disruptive social change onto their national stage. As China&rsquo;s leadership, economic power, and authority increase the country will be subject to increasing internal and external challenges. This study seeks to identify the significant internal social challenges China is most likely to confront along its path to global leadership. The purpose is to explore and discover the social challenges that are likely to face China and to predict the direction the country&rsquo;s leadership will take over the next decade. The study approaches the problem by undertaking an initial 9-step process of investigating 6 environmental categories as influencers or drivers of change. This approach utilizes Schmieder and Mallette&rsquo;s SPELIT Matrix Model; Saldana&rsquo;s Themeing and Coding technique; and, Turoff&rsquo;s Real-time Policy Delphi Method to identify these influential environmental categories and factors. The study then focuses on examining cultural ideologies, leadership, and organizational behavior as they converge to influence China&rsquo;s social priorities. This study&rsquo;s design and approach places emphasis on developing an extensive background and investigation into China&rsquo;s historic, present, and future leadership ideologies as they are likely to drive the country&rsquo;s social security and health care reforms. As a means of identifying critical themes and determining a valid focus, the study combines complex algorithmic analysis with a relevant Policy Delphi study to discover and confirm a set of valid policy reform predictions. This study assumes that China&rsquo;s future challenges will be shaped by the country&rsquo;s global growth, internal social environmental, transitioning ethnological, and intercultural ideologies as it shifts to a position of global superiority. This study&rsquo;s findings and recommendations are significant in the context of assisting leaders, scholars, and analysts frame a subsequent narrative toward shaping policy decisions by addressing China&rsquo;s present and future internal tensions due to a social security and health care crisis.</p><p>

<p> China is poised to introduce sweeping innovation and disruptive social change onto their national stage. As China&rsquo;s leadership, economic power, and authority increase the country will be subject to increasing internal and external challenges. This study seeks to identify the significant internal social challenges China is most likely to confront along its path to global leadership. The purpose is to explore and discover the social challenges that are likely to face China and to predict the direction the country&rsquo;s leadership will take over the next decade. The study approaches the problem by undertaking an initial 9-step process of investigating 6 environmental categories as influencers or drivers of change. This approach utilizes Schmieder and Mallette&rsquo;s SPELIT Matrix Model; Saldana&rsquo;s Themeing and Coding technique; and, Turoff&rsquo;s Real-time Policy Delphi Method to identify these influential environmental categories and factors. The study then focuses on examining cultural ideologies, leadership, and organizational behavior as they converge to influence China&rsquo;s social priorities. This study&rsquo;s design and approach places emphasis on developing an extensive background and investigation into China&rsquo;s historic, present, and future leadership ideologies as they are likely to drive the country&rsquo;s social security and health care reforms. As a means of identifying critical themes and determining a valid focus, the study combines complex algorithmic analysis with a relevant Policy Delphi study to discover and confirm a set of valid policy reform predictions. This study assumes that China&rsquo;s future challenges will be shaped by the country&rsquo;s global growth, internal social environmental, transitioning ethnological, and intercultural ideologies as it shifts to a position of global superiority. This study&rsquo;s findings and recommendations are significant in the context of assisting leaders, scholars, and analysts frame a subsequent narrative toward shaping policy decisions by addressing China&rsquo;s present and future internal tensions due to a social security and health care crisis. </p><p>

<p> Organizations have begun to use <i>video-recorded interviews</i> as an applicant-screening tool; however, their impact on hiring processes has not yet been fully investigated by researchers. Video-recorded interviews are meant to provide interview-like experiences with greater flexibility for applicants and enhanced efficiencies for the hiring organization. Despite their promise, researchers are just beginning to examine this technology to determine how usage might affect important outcomes like applicant test performance and reactions. Drawing from justice theories and Potosky's (2008) conceptual framework of assessment media, the current study examines the relationship between interview type (i.e., video-recorded interview vs. synchronous online interview), applicant reactions, and interview performance in order to extend our theoretical understanding of technology mediated interviewing and provide practical recommendations for organizations interested in video-recorded interviewing. Results suggest that video-recorded interviews lead to less cognitive load, fewer impression management behaviors, and improved perceptions of procedural justice. Moreover, interview performance was found to be invariant across administration media. The results of the current study generally support the use of video-recorded interviewing as a replacement for initial structured online interviews.</p><p>

<p> Leaders play a crucial role in mitigating organizational trauma. Perverse and toxic leaders can disrupt the operating system, including initiating such rupturing events as closing programs or budget cuts. Other times, the disruptions are external and caused by socio-political changes, competitions, and lack of public acceptance. Behavioral health organizations by the nature of their work and the position they occupy in society are at risk of receiving the traumatizing events that change the culture and the operating systems. Leaders are responsible for managing the culture of an organization and mitigating the traumatic events that can result in mediocre services and organizational peril. Transformational leaders possess a great deal of emotional intelligence and believe in their abilities to lead in difficult times. They acknowledge the trauma or traumatizing events, and labor in transforming culture as leaders, employees, and the organization transcends through the events. A Delphi study allowed 18 experts in behavioral health organizations, to share their personal and professional experiences and to arrive at a consensus about leadership roles relating to the phenomenon of organizational trauma. Consequently, the role of leaders in preventing, mitigating, and healing organizational trauma was recognized as an essential role. Last, the experts agreed that transformational leadership styles, as well as emotional intelligence, are necessary interpersonal and professional skills to consider in training and development programs for leaders. The findings were congruent with the knowledge found in the literature review which indicates a need for ongoing study and research. </p><p>