<p> The present qualitative study explores Pan-Asianism, Socio-Cultural Integration, and Regionalism in Greater East Asia, focusing on the members of the Association of Southeast Asian Nations (ASEAN), Japan, China, and South Korea. Following the tradition of critical research, this dissertation compares the models derived by applying two different methodologies, one emic and deductive, and the other etic and inductive. The first part of the study applies Structural Dynamics, a theory developed in the field of Organizational Behavior by Robert Fritz, to the study of formal regionalism in Greater East Asia. Primary documentary government sources such as official Blueprints, Whitepapers, Treaties, and Speeches are analyzed and interpreted in order to identify and explain the core organizational conflicts in the region. An emic interpretation is provided through the development of a middle level grounded theory based on a discursive analysis of a purposive sample of more than fifty prominent regional leaders and intellectuals including but not limited to: Mahathir Mohamad, Lee Kuan Yew, Shintaro Ishihara, King Rama IX, Surin Pitsuwan, Rodolfo C. Severino, Thaksin Shinawatra, and Wang Hui, inter alia. The final section of the study compares and contrasts the explanatory models developed through the emic and etic approaches in order to triangulate the results and ultimately provide a more holistic understanding of the complex phenomena of regional integration in Greater East Asia.</p>

<p> This study explored effectiveness in nonprofit collaborative networks (NPCNs) and the role shared values played in that effectiveness. Twelve participants representing nine different NPCNs were interviewed for this study. Study findings suggested that NPCN effectiveness stems from six sources: shared direction; strong leadership; strong relationships throughout the community; active, ethical participation on an individual and organizational level; efficient and inclusive work processes and dynamics; and producing valued outcomes. Values participants believed led to NPCN effectiveness included focus on mission; focus on relationships; collaborative approach; and work ethic, ethical behavior, and integrity. Shared values were reported as necessary for NPCN survival, productive action, and positive organizational climate. Suggestions for research are to evaluate techniques for promoting collaboration between funders and NPCNs, building awareness among NPCNs operating in the same space, and expanding the sample to extend the present study's findings and allow for analysis based on demographic groupings.</p>

<p> This mixed-methods case study examined the impact of leadership on practices to organizational agility. Leaders and employees from three organizations (two universities, one financial institution) participated in surveys and interviews to generate data related to the organizational and personal leadership orientations and styles exhibited, the degree of agility in the organization, and the impact of organizational and personal leadership orientations and styles on organizational agility. Study findings suggested that leadership varies based on industry- and organization-specific demands, organizational agility can exist across industries and organization types, and that adopting a long-term focus and practicing agile leadership behaviors throughout the organization may promote higher organizational agility. Organizations are encouraged to promote agile leadership through their hiring, learning and development, and performance review processes. Future research should utilize larger samples, improved data collection instruments, and focus on examining the critical few agile leadership behaviors that may most strongly predict organizational agility.</p>

<p> Based on current research and seminal theories on learning, quality, and academic persistence, this study sought to establish the core components of academic quality in higher education and to determine if these components can be used to predict students' intention to persist. This study also looked at differences between traditionally aged college students and their non-traditional adult learner counterparts. Results were significant for all questions asked, suggesting that academic quality can be used as a predictor of students' intention to persist. Additionally, the study found that adult learners rated both the academic quality of their programs and their intention to persist significantly higher than traditional students. Recommendations for further study include research aimed at better understanding persistence estimation and the specific academic quality and persistence relationships that exist in individual programs.</p>

<p> This safety research project explores the key factors that contribute to world-class safety programs for firms in the construction industry. A world-class safety program for this study is defined as a safety culture supported by all employees, and a work environment where accidents are not tolerated; zero accident mentality. This study used the Delphi methodology to identify the leadership qualities and safety processes that a company's leadership employs to influence an overall successful safety program in their organizations. The Delphi methodology obtained subjective judgments from the Delphi expert panel (55 members participated) to create objective safety information through an iterative process that is beneficial to the entire construction industry. The Delphi panel members were composed of 75% from subcontractor trades, 18% from construction managers, and 7% from construction trade associations. The Delphi expert panel reached consensus on 67 leadership qualities and 85 safety processes that improve safety performance. The 67 leadership qualities were consolidated to eight major leadership quality categories which include commitment, integrity, accountability, competence, value people, visionary, lead by example, and culture. The 85 safety processes were consolidated to four major safety process categories which include learning organization, structure, measurement and culture.</p>

<p> This non-experimental quantitative study using structural equation modeling and the theory of planned behavior examined the relationships between latent variables, affective commitment and continuance commitment, and manifest variables, career intent and retention incentive decision behavior. The sample consisted of 598 U.S. Army Captains (14% of population) who met inclusion criteria of being commissioned in 2005 and answered all questions on the archival U.S. Army Research Institute's 2007 Survey of Officer Careers. Using fit indices such as RMSEA at 0.068 and the Bentler CFI at 0.93 the final model was considered an acceptable-to-good fit, where each increase of 1 point in career intent significantly predicted increased retention incentive decision behavior by 1/7 of a point (<i>b</i> = 0.142,<i>p</i> &lt; .0001, &beta; = 0.409). An increase in 1 point in affective commitment predicted increases in career intent by almost 2 points (<i>b</i> = 1.86, <i>p </i> &lt; .0001, &beta;= 0.457) and each point increase of continuance commitment increased career intent by a little over 1/2 a point (<i> b</i> = 0.612,<i>p</i> &lt; .0001, &beta; = 0.234). There were three conclusions from this study. First, the final model extended the theory of planned behavior to the attitudes and intentions of Captains who were presented a retention incentive lending insights into remuneration for retaining entry-level employees for continued service in closed personnel systems. Second, affective commitment and continuance commitment were significant predictors of increases in career intent, and high career intent was a significant predictor of a taking a retention incentive, as the theoretical model predicted. Third, Army senior leaders were successful in retaining Army Captains with higher organizational commitment and career intent than those Captains who did not take an incentive. Four recommendations were made for Army practice: a.) continue the longitudinal survey, b.) continue to monitor external conditions and the effects on retention, c.) link leadership climate to retention, d.) tailor retention programs on retaining mid-grade officer talent. Three recommendations for future research include: a.) add non-native commitment to the longitudinal study, b.) consider the effects of remuneration on the profession of arms, and c.) analyze additional intervening variables in the model. </p>

<p> As noted by research journalists, &lsquo;t Hart, Stern &amp; Sundelius (1997), foreign policy decisions &ldquo;&hellip;are shaped in relatively small groups and informal face-to-face interaction&rdquo; (p 4). This study explores the influence of small groups on the effectiveness of decision-making techniques and examines how to counter the new forms of groupthink such as an inner-circle of influence. </p><p> This project utilizes an experimental design study to test the relative efficiency of two decision-making models in a pre-scripted scenario in countering this new inner-circle form of groupthink. Using a cross-over research design, participants responded to each scenario with random assignment into one of two decision-making models: the Delphi model and an iterative feedback technique referred to in this paper as the Continuous Group Problem Solving (CGPS) model. After completing two decision-making scenarios, participants identified the most effective decision-making model overall and potential for this method to counter dominance by an inner-circle of influence. </p><p> The results from this study are significant since the findings reconceptualize the term groupthink as a simpler term implying inner-circle influence that preempts thorough decision-making. The findings also provide insight for future application in countering the deleterious control of an &ldquo;inner-circle.&rdquo; These exploratory research results are ripe for replication in large corporate or Government organizations, The desire to have a voice in the decision process and to overcome inner-circle influence will be of value to those conducting future research.</p>

<p>Since the passage of the Equal Employment Opportunity Act of 1972, which amended the Civil Rights Act of 1964, female law enforcement officers have battled obstacles and barriers, both external and internal in their effort to gain equality and assimilate into the role of police officer. The problem examined in this qualitative study was the low percentage of women in sworn law enforcement positions of all ranks. Thirty-six sworn female officers currently serving in the state of Arizona were selected to participate in focus group discussions to assist in the phenomenological examination of low representation of women in law enforcement. The female officers were asked a series of questions to facilitate discussion in an effort to explore their experiences and possibly reveal underlying police cultural factors that may lead to limited opportunities for women who choose law enforcement as a career. The qualitative design fostered a sharing of the stories of these female officers and provided an in-depth understanding of their experiences both on and off the job related to their choice of career. Information-rich data provided by the participants served to inform the Arizona law enforcement community concerning the experiences and career choices of women in law enforcement. Discovered through focus group discussions were the reasons women choose law enforcement as a career as well as why they remain in the profession. The excitement of the job coupled with job security, and salary factored into the decision making processes. Data addressing promotion, leadership, and role models were also revealed with female officers advising an inequitable promotional process, yet one in which they believed women needed to participate to improve the profession for others. Recommendations of formal mentoring and succession planning were made along with changes in the recruitment process. Future study should include male participants as well as female participants. Funding sources or sponsoring organizations should be explored in an effort to expand the scope of future study. Conducting focus groups discussions in different parts of the state and for longer periods of time would permit individuals from different areas of the state an opportunity to participate. </p>

<p>This study utilized a qualitative phenomenological design to examine the experiences of former Accomopharm (a pseudonym) executive managers that implemented innovative management to achieve sustainable profitability. Understanding innovation in the field of organizational management as it pertained to recognizing opportunities for innovation through managerial change was foundational to this research. The study examined participants&rsquo; perspectives on organizational innovation as revealed by an analysis of organizational vision, participative safety, task orientation, and support for innovation. The factors were found to provide significant predictions of perceived team effectiveness that determined the extent to which management teams were able to think of new ways and methods for developing and implementing innovative products, managerial methods, and services. The researcher analyzed data obtained from personal interviews conducted telephonically with 10 former executive managers with Accomopharm that volunteered for the interviews. The participants spoke openly and explicitly regarding their experiences with innovative management and in implementing managerial change in achieving sustained organizational profitability. Additional insights into organizational change advanced by an enhanced knowledge of innovation may provide leadership with better strategies that will improve the rates of successful change initiatives. </p>

<p> The nursing workforce shortage is not a new phenomenon but dates as far back as World War II. It is believed that the hospital nursing shortage poses a serious threat to the health and welfare of this nation. Therefore, the debate over nursing workforce shortages has been contentious and unresolved about appropriate solutions to address the shortage. Because nurses comprise the major and largest component of all health care employees and serve on the front line of patient care, a hospital's ability to attract and retain registered nurses must be met with competent, adequate and satisfied nursing staff. The nursing workforce shortage has received attention from hospital leaders and public policy makers alike in their approach to resolve this imminent national shortage of hospital nurses. Some researchers postulate there is no shortage of nurses in the United States but in response to poor working conditions, these same licensed registered nurses are consciously choosing not to work in the hospital industry due to deteriorating working conditions. To solve this problem in hospitals, the very same management and leadership practices that created this fictional crisis are the ones that can improve registered nurses' work conditions and enhance the attractiveness of nursing as a profession. The purpose of this study was to empirically describe the impact leadership practices of nurse managers and the nurse practice environment have on job satisfaction of registered nurses in two urban teaching hospitals. A cross-sectional quantitative research design using survey data was implemented to assess leadership practices of nurse managers, presence of the nurse practice environment, and job satisfaction of registered nurses. Results of this study reveal that nurse managers with exemplary leadership practices and favorable nurse practice environments have subordinate registered nurse staff with greater job satisfaction. Findings from this study might assist healthcare leaders to better understand the organizational characteristics associated with how to best organize nurse practice environments and the leadership practices of the nurse manager in better shaping the hospital environment to enhance the quality of nurses' work lives.</p>