Thesis (M.A.)--University of Hong Kong, 2000. / Includes bibliographical references (leaves 54-57).

Thesis (MPhil) -- AUT University, 2008. / Includes bibliographical references. Also held in print (208 leaves ; 30 cm.) in the Archive at the City Campus (T 658.048 CAY)

Thesis (M.A.)--Carleton University, 1992. / Also available in electronic format on the Internet.

Thesis (M.A.)--University of Hong Kong, 2000. / Includes bibliographical references (leaves 54-57). Also available in print.

Thesis (Ph. D.)--Ohio University, 2008. / Includes bibliographical references.

Thesis (Ph. D.)--Henry W. Bloch School of Business and Public Administration. University of Missouri--Kansas City, 2004. / "A dissertation in public affairs and administration and education." Advisor: Nancy Day. Typescript. Vita. Title from "catalog record" of the print edition Description based on contents viewed Feb. 28, 2006. Includes bibliographical references (leaves 107-113). Online version of the print edition.

Before an organisation can draw up a constitution, it must decide what kind of organisation it wants to be. An organisation can be a legally constituted organisation which registers with government bodies or it can be an organisation by constitution alone. If an organisation makes a profit from selling things or else administers large sums of money, it must be legally constituted. Such an organisation would be called a closed corporation or a trust fund. If you want to write such a constitution, you should consult a lawyer for advice. Organisations such as civic organisations or advice offices are usually organisations by constitution alone. This means that there is a clause in the constitution which says the organisation has its own personality and that it can be sued or be in debt just like an ordinary person. This book will help those who want to write constitutions for organisations which are organisations by constitution alone.

Management of Collaborative Networked Organizations faces various challenges in terms of decision-making. Particularly, in complex and multi-player environments, like healthcare, it is not easy to find the roots of low performance processes, and unmet goals. This research provides a framework, as well as associated techniques to analyze the value network, identify problematic actors, and consequently, find the best possible solution to change them. The proposed framework consists of two main components: Analyzing the value network, and Multi-Criteria Decision Making. To analyze the value network of a collaborative environment, in addition to the existing techniques, four complementary components are introduced: Actors’ value interchanges matrix, Value Gantt chart, Identifying problematic actors flowchart, and Actors’ ease of substitution table. Employing these hybrid analyses, decision makers gain a better understanding of the bottlenecks in the value network, current conditions and contributions of the involved actors, and the consequences of considering various alternatives. Then, by applying one of the Multi-Criteria Decision Making methods, and based on pre-defined criteria, possible alternatives are analyzed and outlined. As a proof of concept and validation of the proposed methods, we reviewed a scenario of patient flow and wait times in healthcare. We derive the value network for collaborative processes in a hospital, specify the roles’ of actors, identify the bottlenecks, then rank the solutions, and suggest possible changes to improve the performance of the collaborative environment.

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This paper investigates the relationship between student-led consulting teams and community organizations as one part of Eller Social Innovation (ESI). The research conducted to analyze the relationship between these entities is most similar to program evaluation. Program evaluation has become commonplace in the nonprofit sector and it is important method for these organizations to establish the value of all of their activities (Carman, 2007). Through data collected from interviews and surveys of community organizations, this article seeks to understand the efficacy of student-led consulting projects and determine the effect that they have on these organizations. The answer to this question will inform stakeholders in ESI about the potential value that further collaboration with community organizations could create for both parties.