Concepts of organizational boundary have played a long and integral role configuring the intellectual landscape of organizational theory. By and large, organizational-environmental frontiers are simply assumed to be there. The interpenetrated condition of contemporary organizations and environments, however, bids us to question theorizing which treats organizations and environments as ontologically distinct entities. In particular, a new generation of research alliances between a host of American research universities and multi-national corporations has provoked debate over the boundaries demarking university and industrial interests. Some (Traditionalists) fear that the separation between academic and commercial practices is breaking down, particularly as the commercial potential and shrinking developmental timeframes in some laboratory-driven fields place a premium on market-oriented research, entrepreneurship and exclusive claims to information ownership. Others (Instrumentalists) counter that the academy needs to update its internal system of values and priorities if universities are to effectively meet the needs of a contemporary knowledge-based society. Accordingly, this exploratory study attempts to address the substantivity of organizational boundary by examining how those who presumably construct frontiers--in this case select groups of university faculty--define the normative boundaries of their academic work. Using the oppositional modes characterizing the Traditionalist/Instrumentalist discourse as conceptual brick and mortar, faculty were invited to construct the social relationships of their professional work. Thirty-one (31) faculty members Q sorted 66 issue statements in a study designed to give numerical form to their normative boundaries, in order to test (1) the ontological status of organizational boundaries and (2) the claims of the Traditionalist-Instrumentalist antithesis. The indeterminacy of borders empirically elaborated in this study opens the literature's core territorial assumptions to interpretation. If, in other words, the "thingness" (Weick, 1977) of borders can no longer be sustained unproblematically, how is the Archimedian point of the management science universe--the single-minded, factual "organization"--to be located? Without firm boundaries, "insides" and "outsides" are no longer knowable. The ambiguity surrounding "the university's" location prompts a reconsideration of interpretive grammar that promotes organizations as sovereign and unified "centre(s) of calculation and classification" (Clegg, 1990).

<p> The purpose of writing <i>Adverse Childhood Experiences and Transformational Leadership at The Bowery Mission</i> was to develop an understanding of the relationship of between childhood trauma and leadership styles at that institution. </p><p> Chapter 1 begins by describing the Bowery Mission and its environs. It develops the association between the transformational leadership and the community then asks the question &lsquo;what exactly is the tangible relationship?&rsquo; Then there is the introduction of the MLQ and CTQ. </p><p> Chapter 2 provides literature and foundation for researching childhood maltreatment and leadership. It develops how childhood maltreatment causes numerous physical, psychological and spiritual effects later in life. Subsequently there is documentation on the literature relating adverse childhood experiences to transformational leadership as well as a section on transformational leadership at non-profits like The Bowery Mission.</p><p> Chapter 3 sets forth the qualitative and quantitative research methodology utilized in approaching the question of statistical relationships between childhood adverse experiences and transformational leadership amongst the leaders at the Bowery Mission. It discusses how and where the interviews were performed and demographics that help round out each individual&rsquo;s background. </p><p> Chapter 4 presents an analysis of data. Leaders are first analyzed individually and then as a group. Statistical data is presented depicting correlations between maltreatment and leadership style. There were no statistical correlations found between transformational behaviors and childhood maltreatments. A number of participants indicated that their poor experiences made them particularly suited to lead similarly hurting individuals.</p><p> Chapter 5 assesses the data. It concludes that transformation takes place despite the lack of statistical correlation. Further research might include a retest in six months with a larger participant group.</p>

<p> Through an explanatory, sequential mixed methods design with a constructivist frame, this research provides one of the first looks at full range leadership behaviors as shared among directors and explores the group dynamics at work within boards of nonprofit membership organizations. A sample of such organizations in one Midwestern state resulted in chief staff officer participation (<i> n</i> = 7) in both a custom-designed online survey and a telephone interview, and director participation (<i>n</i> = 45) in a separate online survey, consisting primarily of the questions included in the Team Multifactor Leadership Questionnaire (Avolio &amp; Bass, 1996), as well as telephone interviews with a sub-set of directors (<i>n</i> = 18). </p><p> Overall, participants reported high satisfaction with the leadership of their boards and perceptions of high board effectiveness. Directors cited transformational leadership behaviors, most predominantly idealized attributes, inspirational motivation, and idealized behaviors, as those their boards exhibit most often. </p><p> Quantitative data analyses resulted in insignificant correlations between the level of agreement among directors within each board&mdash;high in each participating organization&mdash;and both the board&rsquo;s frequency of unanimous votes and the directors&rsquo; satisfaction with the leadership of the board. Qualitative data provided a more nuanced understanding of within board agreement with directors and chief staff officers seeking to increase the amount of questioning occurring during board deliberations. </p><p> Statistically, ratings of directors&rsquo; shared leadership behaviors, satisfaction with the leadership of the board, and perceived board effectiveness did not differ between directors and chief staff officers. In the majority of participating organizations, the chief staff officer does not hold a formal position on the board, but interview data surfaced a gate-keeper role for the chief staff officer, largely determining what warrants the board&rsquo;s time and attention, and filtering the information that reaches the directors. </p><p> In building their board teams, the majority of participating organizations have competitive elections only sometimes or never, yet the majority of chief staff officers reported it is not difficult to find qualified board members. Of interview participants, both directors and chief staff officers (<i> n</i> = 25), 88% stated their boards operate well as teams. </p><p> Both directors and chief staff officers in this study acknowledged influences of group dynamics on their efforts to lead their organizations, and the challenges to developing their boards as teams resulting from infrequent in-person meetings and the perception of limited time available from directors. However, directors expressed interest in strengthening their teams by getting to know their fellow directors better. </p><p> The meanings chief staff officers and directors in this study made of their boards and their roles in them offer a view into the phenomenon of nonprofit membership organizations&rsquo; boards as teams, a largely unexplored area of nonprofit research to date.</p>

<p> Research on the relationship between policing and homeland security has focused on issues associated with the gathering of information related to potential acts of terror such as crime mapping and environmental design such as CompStat, intelligence-gathering activities and methodologies, and effective reporting methods. However, there seems to be insufficient research focusing on methodologies and systems leading to the &ldquo;natural&rdquo; sharing of information that can be converted into actionable intelligence between law enforcement and faith-based organizations such as the Muslim-American community. This research considers an organized cultural competency program of sharing and community-building between local police and a specific faith-based community, in which the emphasis is on an overall cultural shift where all members of the agency and community have the opportunity to interact outside of their regular duty-related interactions; such as, patrol functions, responding to emergencies, and the enforcement of ordinances and laws. By implementing a long-term, interactive program facilitated by a cultural competency committee, based on feasible activities, it would appear that closer, personal relationships develop where police and community members get to &ldquo;know each other,&rdquo; rather than attempting to reactively &ldquo;deal&rdquo; with each other when placed in an incident or unexpected interaction. By implementing a program that has all members of law enforcement and congregants taking part, and evaluating the interaction on a regular basis, community leaders and their constituents become more trustful and informed when an incident does occur. </p><p> In this study, the Executive Community Outreach Program (ECOP) is implemented with the South Brunswick Police Department and Islamic Society of Central Jersey under the guidance of a representative Cultural Competency Committee. An effective program serves to develop effective relationships that lead to greater information-sharing and the identification of potential threats and vulnerabilities, as well as a stronger and closer community. Based on the research, an organized process by which local law enforcement and the Muslim community may develop effective relationships in order to share information would seem to be a prudent course of inquiry</p>

<p> The release of a toxic chemical into the drinking water near Charleston, West Virginia, early in 2014 brought national attention to yet another toxic chemical incident. When local and state officials announced their ignorance of the potential health hazards associated with the particular chemical, it raised questions about the functionality of the Kanawha Putnam Emergency Planning Committee, a Local Emergency Planning Committee (LEPC) created as a result of the Emergency Planning and Community Right to Know Act of 1986 (EPCRA). Local officials&rsquo; lack of awareness was particularly curious, because that very same county was the site of the Union Carbide chemical leak that stimulated Congress to create and pass the EPCRA. In the post-9/11 homeland security environment, knowing of the existence of a hazard plan &ndash; particularly in a community where an incident has occurred &ndash; would seem to be of paramount concern. In addition, considering the community right-to-know provisions of the EPCRA, what are the policies for the release of the sensitive information to the public in a post-9/11 world? </p><p> A review of the literature produced no current research on LEPCs related to either functionality or to release of hazardous chemical information to the community. The most recent survey was conducted by the Environmental Protection Agency in 2008. Peer-reviewed scholarly research has not been published since 2001. It was determined that a survey instrument was necessary to determine the impact of the events of 9/11 on the functionality of LEPCs, and on their policies governing the release of hazardous chemical information to the public. </p><p> An instrument was developed using a combination of questions derived from the review of literature about prior inquiries into LEPCs or release of information in the wake of 9/11, standard research methodology and questions were adapted from the 1999 and 2008 National LEPC surveys. The instrument&rsquo;s content was validated by a jury of experts, revised, and pretested with 26 LEPC leaders from two states. The data was analyzed for internal correlation (consistency) using Cronbach&rsquo;s &alpha;. The Cronbach&rsquo;s &alpha; was recorded as .834, indicating strong reliability for the 17 scaled items of the 29 total questions. </p><p> Preliminary data from the pretest suggested that the events of 9/11 did not have a statistically significant impact on the functionality of LEPCs, but did result in major measurable changes in the policies related to the release of sensitive hazardous chemical information to the public. Further validation and refinement of the instrument is necessary before wider usage. The information gathered is valuable, however, as it can guide policymakers concerning the efficacy of current legislation, regulations, and policy. It can also inform them if legislation, regulations, and/or policy require modification to ensure the intent of the original legislation (EPCRA) is being met.</p>

<p> Our world continues to be impacted by large-scale disaster events. These severe disaster events create impacts that are shared across local, regional, and national boundaries. As a result, individuals, communities, and organizations are increasingly confronted with disasters that challenge their social, economic, and operational stability. To be resilient, individuals and communities rely on resources and services provided by organizations to enable each to plan for, respond to, and recover from disasters. If organizations are not prepared to respond to disasters, individuals and communities, in turn, will also not be prepared to respond to disaster events, as a consequence. Similar to the concept of civil defense prominent during the Cold War era, civil security is now required in the present day, pointing to the need for individuals, communities, and organizations to better prepare our nation by enhancing resilience. Resilient organizations also provide a competitive advantage over organizations that do not implement measures to become more resilient, yet many organizations do not know their resilience posture, and, in turn, struggle to prioritize resilience or allocate resources to enhance their resilience. To help enable organizations to invest in their resilience, it is important for organizations to discover and understand their organizational resilience score. </p><p> This research extends prior research that developed a methodology and survey tool for measuring and benchmarking organizational resilience. Subsequent research utilized the methodology and survey tool on organizations in New Zealand, whereas this research study utilized the methodology and survey tool to study organizational resilience within the state of New Jersey as part of a comparative study. The results obtained from previous research were compared against organizational resilience data captured on New Jersey based organizations. Survey data created from this research provide valuable information on organizational resilience strengths and weaknesses that can enable New Jersey based organizations to learn their organizational resilience posture and begin to develop a business case for additional investment in organizational resilience. </p>

<p> National security depends on having skilled professionals leading their organizations through the preparation, mitigation, response and recovery phases of an emergent situation. The Certified Protection Professional (CPP) credential is the current yardstick that attempts to codify and measure the knowledge and competencies required for security leadership. Does the attainment of this industry credential provide adequate proof (or evidence) of proficiency of the required security leadership knowledge and competencies? During an adverse situation, it is too late to learn that the security leader does not possess the knowledge and competencies required for success. </p><p> This mixed-methods research explored the required knowledge and competency expectations of security leadership and the claims made by the leading security industry credential. The research included an extensive literature review, an evaluative study of recent security leader job descriptions, and the development and validation of a novel survey instrument designed to capture the perceptions of security leaders regarding the knowledge and competencies required for success. The survey instrument also identified the type of proof (or evidence) preferred to adequately demonstrate proficiency of the knowledge and competencies. </p><p> This research validated the CPP knowledge requirements and identified 19 key competencies necessary for security leadership. The results indicated that security leaders agree that proof of proficiency is required, and that they would prefer a certification assessment scheme with a higher level of job fidelity than the current multiple-choice test format within the CPP framework. The survey instrument provided quantitative information in support of the findings. Opportunities for improvement to security industry policy and practice are suggested along with recommendations for future research agendas.</p>

<p> This case study examines response to organizational change and the structuring interactions between knowledgeable agents and organizational context. The conceptual framework for this study combines Piderit&rsquo;s (2000) concept of multidimensional resistance to change and Stones&rsquo; (2005) strong structuration theory in order to investigate external and internal structures and active agency. The research site was a small regional hospital within a large mid-Atlantic health system. The health system introduced a new online reporting system (ORS) in February 2014. This empirical study examined the file manager&rsquo;s response to ORS change within the organization. Data was collected through observations, documents and interviews with the health system leadership, ORS change agents, and file managers. Stones&rsquo; (2005) methodological bracketing approach guided the data collection and analysis. </p><p> The study identified the organizational contextual features that shaped the file managers response to organizational change. The findings present the structuring interactions between the internal and external structures as displayed through the active agency of the file managers. By examining the active agency between structures, five primary structuring interactions were identified as shaping the file managers&rsquo; response to the ORS change: (1) alignment of values, (2) prioritization, (3) influence, (4) engagement, and (5) managing tension. This study demonstrated that structuring interactions influence the active agency of the file managers related to the ORS change, and shaped file managers multidimensional response to the ORS change across cognitive, emotional, intentional and behavioral dimensions.</p>

<p> This qualitative study on fun in the workplace explored the phenomenon from a new vantage point, the individual&rsquo;s experience of a management-sponsored fun event across a time horizon. The research in the field has sought understanding of fun by identifying different ways employees have fun at work, categorizing the sources of fun at work, and progressing toward a more unified definition of what fun in the workplace encompasses. This study accepted the existing research linking fun in the workplace to improved engagement, improved retention rates, applicant attraction, and many other beneficial organizational outcomes. Notwithstanding all these benefits, the qualitative research has issued warnings about management-sponsored fun in the workplace, proposing that it can foster cynicism and negativity at the same time it is creating more positive outcomes. This study aimed to add to the body of research by exploring the individual experience of fun in the workplace across a time horizon. To do this, this study gathered descriptions from employees about their thoughts and feelings before, during, and after the experience of a management-sponsored fun event. The data were collected using semi-structured in-depth interviews of 28 individuals at four different mid-sized companies. Through a thematic analysis of these data four findings are presented: participants experience an anticipatory period before fun events; they articulate the importance of breaking with the mundane and deeper connections with coworkers; they perceive a manifestation of organization values at these events; and they exhibit very minimal evidence of cynicism or negativity related to these events. Implications for organizations and future researchers are proposed.</p><p>

<p> This study explored how middle managers experienced and responded to role ambiguity after they transitioned from previous roles well understood by the individuals and their role sets to new or redefined middle manager roles in high knowledge-based organizations (HKBO) that had undergone planned organizational changes. The study found that even in HKBOs where knowledge workers are the predominant workforce and change is constant, organizational change had significant negative impacts on middle managers. Their role transitions were found to be difficult and of negative valence when their preferred work role identities were challenged when in-role expectations were changed or by their new role requirements, which were often unclear, conflicting, or overlapping with other roles, leading to role ambiguity. Actions taken to resolve the sources of ambiguity such as the exercise of autonomy and working closely with their bosses to clarify expectations were ineffective without the support of the greater organization. Individuals found these impacts to be unsettling and to require significant identity work to redefine their work role identities. The key finding was that while externally they presented a work role identity that was accepted by their role set as consistent with the new role, internally they rejected that identity and maintained their preferred work role identity. This dual condition was seen to be persistent, indicating that these alternative identities can co-exist through construction of a coherent identity narrative that reconciles the differences and justifies the maintenance of the preferred work role identity while exercising a different role. Future longitudinal studies could explore how HKBO knowledge workers and middle managers are able to maintain this duality of work role identity and for how long. Also, for those who have successfully transitioned to new preferred work role identities, studies could assess how new learning was involved and how identity narrative was employed.</p><p>