Thesis (Ph. D.)--Florida State University, 2003. / Advisor: Aubrey Kent, Florida State University, College of Education, Department of Sport Management, Recreation Management, and Physical Education. Title and description from dissertation home page (viewed Apr. 8, 2004). Includes bibliographical references.

Thesis (Ph.D.)--Victoria University of Wellington, 2009. / Includes bibliographical references.

Thesis (M.B.A.)--University of Hong Kong, 1985.

Thesis (M.B.A.)--University of Hong Kong, 1983.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1986.

Thesis (M.Ed.)--Memorial University of Newfoundland, 2002. / Bibliography: leaves 133-138.

This dissertation investigates factors that influence efforts by lower-level employees to initiate organizational change and innovation from the bottom up. Specifically, I attempt to reconcile competing theories regarding the effects of structural and social integration on individual innovation efforts. One theoretical view posits that integration provides information, ideas, and motivation necessary for innovation. An alternative view is that integration constrains individuals and routines, and thereby hinders innovation efforts. Drawing on both theoretical perspectives, I predict the effects of distinct types of structural integration (e.g., centralization, cross-unit integration, boundary spanning) and social integration determinants (e.g., geographic dispersion, decision process involvement, workplace network size) on the likelihood of individual innovation efforts among lower-level employees. I also consider the effects of interactions of social and structural integration with individual characteristics (i.e., personality, and experience) on innovation efforts. I test these predictions using survey data collected from interns and supervisors in the context of MBA and undergraduate internships. Analyses demonstrate that several aspects of structural integration do influence the levels of individual innovation efforts. For example, centralization and boundary spanning levels of the work unit have inverse U-shaped / text

The purpose of this study is to further our understanding of organizational communication in collaborative interorganizational relationships (IORs) in the nonprofit sector. The specific communication practices of leadership and stakeholder participation were investigated during a 10-month ethnographic field study, which included meeting observations, in-depth interviews, and document analysis. Results indicate that collaborative IORs demonstrate a form of leadership that is distributed throughout the collaborative partners that mediates between common and competing interests and is sustained through communicative practices of casting vision, translating, asking, & listening. This enables collaborative IORs to foster collective action, despite the absence of formal authority structures. Additionally, this study demonstrates the reciprocal process of stakeholder participation needed to sustain collective action in collaborative IORs. Authentic participation is both provided to collaboration members through voice and opportunity, and provided to collaborative structures by collaboration members through contribution and commitment. Furthermore, the participation of multiple stakeholders in collaborative IORs gives rise to three communicative tensions: focus/inclusion, talk/action, and sector discourse/collaborative discourse. These tensions are balance through interaction between collaboration members as the continually negotiate the social order that constitutes collaborative IORs. Overall, these findings help us better understand the practices of human interaction that foster collaborative relationships among organizations, particularly health and human service organizations. This gives much-needed attention to the process of interorganizational collaboration, which complements the literature's dominant focus on antecedent conditions and outcomes. This research also draws more attention to the important social issues of communication and interaction in interorganizational collaboration, beyond the economic and resource-based theories so prevalent in past research. Theoretical implications and directions for future research are also discussed. / text

This dissertation introduces and illuminates the phenomenon of cultural brokerage-- the act of managing cross-cultural interactions in multicultural teams. Across four studies, I develop and test a theoretical model of cultural brokerage, using both qualitative and quantitative methods. I find that members of multicultural teams who have relatively more cross-cultural experience actively engage in cultural brokerage, even without being appointed to do so. Specifically, cultural insiders (those who have deep knowledge of the culture of the other members on the team) and cultural outsiders (those who have deep knowledge of multiple cultures other than the ones represented in the rest of the team) both engage in cultural brokerage, albeit in different ways. Insiders are more likely than outsiders to broker by directly resolving cultural issues; outsiders are more likely to broker by facilitating interactions. Both types of brokerage enhance team effectiveness. A key insight of this dissertation is that while cultural outsiders are generally perceived as being far less valuable than cultural insiders, they are actually equally effective in improving team performance, and even outperform insiders when it comes to enhancing certain aspects of team viability. This work contributes to the literatures on global teams, multicultural individuals, and creativity. In addition, it provides practical implications for effectively composing and managing multicultural teams.

published_or_final_version / Psychology / Master / Master of Philosophy