In this study, DiMaggio and Powell's (1983) institutional model of isomorphic change is hypothesized to explain the changes witnessed in educational organizations with regard to the acceptance, implementation and institutionalization of distance learning. In order to show the power of institutional theory in explaining organizational change over time, a comparative qualitative case study methodology is utilized. Document analysis and interviews are used to explore the utility of this isomorphic change model. Each research question seeks to explore different influences of institutional isomorphism, coercive, normative, and mimetic. DiMaggio and Powell (1983) suggest organizations converge on similar practices and behaviors and appear similar to like organizations over time. The appearance of change toward homogeneity is explored through the isomorphic change theory which indentifies three forces, coercive, normative and mimetic, influential in determining how adopted behaviors and pr actices become isomorphically accepted by the organizational field. Coercive isomorphism stems from political influence and organizational legitimacy, often conveyed through laws, regulations, and accreditation processes (or outside agency requirements); normative isomorphism is associated with professional values; and mimetic isomorphism is copying or mimicking behaviors that is a result of organizational response to uncertainty. By examining the organizational field for the presence of these forces and measuring the extent of these forces at various points in time one is able to explain convergence on regularized practices and institutionalized behaviors, or how an organizational field becomes institutionalized, around a particular idea or practice. / The coercive, mimetic, and normative forces present in the field dictate institutionalization and theoretically produce an environment that induces organizational conformity, or homogeneity, through pressure to appear legitimate, competition, mandates associated with funding, and influential professional group and network values. / by Kristi D. Caravella. / Thesis (Ph.D.)--Florida Atlantic University, 2011. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2011. Mode of access: World Wide Web.

Public asset management is a critical component of the financial integrity of government. However, in practice, problems exist in the field of public asset management at different levels of government in the United States. This research explores the management of public fixed assets owned, controlled and used by state governments in America. It attempts to answer two major questions: (1) What are the characteristics of a modern public asset management system based on the available literature? and (2) How do public asset management practices at the U.S. state government compare to the system standard described in the first question? Based on systems theory and current research on public asset management and public procurement systems, this research develops an intellectual framework of a public fixed asset management system. This system is composed of six interdependent cornerstones, including legal and regulatory requirements, organization structure, management process throughout th e life cycle of assets, human capital strategies, information and technology resources, and monitoring, integrity, and transparency. Each cornerstone consists of a number of components that reveal the underlying working principles of the relevant cornerstone and together determine the standards of fixed asset management in the relevant area. Survey results demonstrate that state governments fundamentally satisfy the standards identified in the fixed asset management system. However, certain problems obviously exist in the area of each cornerstone. In addition, survey results reveal that the six cornerstones of fixed asset management system are interrelated with one another. In most states, when a management element in the area of one cornerstone is widely implemented, the relevant management elements in areas of other cornerstones are employed and vice versa. / A major contribution of this research is the development of a fixed asset management system. State and federal governments may compare their fixed asset management to the standards identified in this system. Local governments may find appropriate management components to adapt to their characteristics from this system. / by Yaotai Lu. / Thesis (Ph.D.)--Florida Atlantic University, 2011. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2011. Mode of access: World Wide Web.

The purpose of this study was to examine how cultural values and conflict resolution influence the perceptions employees form about their managers. The sample for this study included 118 participants representing various organizations from the United States.

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