Anchored on the "uncertainty reduction by learning" perspective, most research on organizational socialization has emphasized the role of information acquisition in newcomers' socialization, stressing that the more information newcomers acquire, the more effective the socialization process will be. However, not all of the new information is compatible with the newcomers' previous experience. The learning approach fails to explain and predict the whole story of organizational socialization because the approach does not substantively address the different natures characterizing the information that newcomers receive in work settings: namely, the compatibility and the incompatibility with the newcomers' previous experience. As a result, research on the mechanisms of organizational socialization has not sufficiently explained the aspect of newcomers' adaptation in socialization. / Keywords: socialization, primary control, secondary control, p-o fit / To fill in this void, this dissertation has proposed and tested a model examining the consequences and antecedents of three parallel mechanisms of socialization processes from both the socialization-learning perspective and the control perspective. On top of previous socialization-content mechanisms deriving from the socialization-learning approach, the control perspective explains how newcomers deal with incompatible information during their early organizational experiences by introducing two coping mechanisms: primary control and secondary control. Moreover, this dissertation examines the different effects of learning, primary control, and secondary control on different adaptation outcomes, such as performance, person-organization fit, job stress, and turnover intention. To further investigate certain organizational factors through which the three socialization mechanisms, especially primary and secondary control, are activated, I have introduced a new concept: organizational secure base. I have argued that an organization's secure base can help newcomers develop a secure attachment to their organization and can, in tum, lead to different usages of the primary and secondary control strategies. / To test the hypothesized relationships in the model, I conducted two studies. In study one, I developed and validated two scales for primary control and secondary control in an organizational context. In study two, I conducted a time-lag study with a sample of 150 newcomers from three organizations. Results of study two support my argument that there are several parallel socialization-process mechanisms, which function together to affect adaptation outcomes. Most ofthe hypotheses concerning the distinct consequences of each of the three parallel mechanisms were supported. Organizational secure base was also found to be an important organizational factor for newcomers' adaptation. Implications for theory and managerial practices, limitations, and directions for future research are discussed. / Jiang, Yan. / Adviser: Kenneth S. Law. / Source: Dissertation Abstracts International, Volume: 73-03, Section: A, page: . / Thesis (Ph.D.)--Chinese University of Hong Kong, 2010. / Includes bibliographical references (leaves 96-113). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract and appendix B also in Chinese; appendix C in Chinese only.

Virtual collaboration-the act of working together across boundaries of space, time, and organization, aided by technology-has become increasingly commonplace in recent years. Doing so, however, presents a number of challenges to those involved. One of these is that because of a lack of experience in collaborating through computer-based collaboration systems, there is little knowledge on how to carry out collaboration virtually. Another is that it is not easy for those not directly involved in the collaboration to know what is, and has been, 'going on' during virtual collaboration. This thesis suggests that both of these challenges can be addressed with the same approach, namely by referring to observations of virtual collaboration. The problem then is how such observations of virtual collaboration can be obtained without requiring those involved in it to document their own actions. To address this problem is the objective of this thesis. The approach proposed here involves three elements: firstly, the collection of data about virtual collaboration; secondly, the modeling of this data; and thirdly, the derivation of increasingly abstract, larger-scale representations of virtual collaboration from this data. These representations are termed patterns of virtual collaboration, which are abstract descriptions of activities of virtual collaboration. A multi-layered conceptual model of information, the Information Pyramid of Virtual Collaboration, is proposed, providing different views of information related to virtual collaboration, at different levels of abstraction. The thesis then suggests how from a given body of data, patterns of virtual collaboration at a corresponding level of the Information Pyramid can be extracted, and how from collections of such patterns more abstract patterns of larger-scale activity can be derived, providing the observations of virtual collaboration sought. In considering how the extraction of patterns of virtual collaboration fits into the larger context of the conception, design, and use of collaboration systems, a Framework for Pattern Extraction and Feedback is proposed. This framework introduces the notion of collaboration memory, a type of organizational memory that contains records of collaborative activity. Moreover, the framework suggests how extracted patterns of virtual collaboration feed back into both ongoing development and use of collaboration systems. Finally, the modeling and extraction of patterns of virtual collaboration is illustrated in a case study involving the LIVENET collaboration system.

Thesis (Ph. D.)--University of Texas at Austin, 2007. / Vita. Includes bibliographical references.

Thesis (Ph. D.)--University of Hawaii at Manoa, 2001. / Includes bibliographical references (leaves 480-508). Also available on microfiche.

Thesis (M. Soc. Sc.)--University of Hong Kong, 2006.

Thesis (Ph. D.)--University of Texas at Austin, 2006. / Vita. Includes bibliographical references.

In 2009, Ontario’s electricity system is in the midst of redevelopment to be sustainable, competitive and reliable. To advance this goal, conservation and demand management (CDM) is a key part of the plan. For CDM plans to be successful, it is necessary to understand why organizations undertake CDM activities. This thesis presents a case study, from 2001 to 2006, investigating organizations’ motivations, enablers and barriers associated with conservation, efficiency and demand response activities. Participants included general service customers with loads greater than 50 kW in Milton, Ontario (Canada). Interviews with representatives from 17 organizations included industrial, commercial and institutional customers. Observations at Milton Hydro Energy Drill Program events, analyses of participants’ electricity usage data, and investigations of the participants’ public profiles were included in the case study. All participants reported undertaking at least one CDM activity. The primary motivation was financial benefit. Customer satisfaction was also an important motivator for some participants. Adhering to business policies and objectives and environmental benefit were complimentary to these main motivations. The Energy Drill Program, in some cases, led to increased conservation and efficiency by encouraging a focus on internal systems and practices as well as by providing an opportunity for businesses to save on operating costs while benefiting from an associated positive public image. The commercial and industrial participants were interested in CDM activities as long as they fit within their business financial management requirements and/or contributed to their business’s competitiveness through improved image or otherwise. The social and/or environmental benefits were seen as complimentary, yet not enough to drive the activities on their own. Most of the institutional participants emphasized the community contribution as an enabler of their participation in the demand response program, however, two of the four such participants did not appear to participate in the program on a regular basis, based on the program impact reports. This incongruity between reported and actual behaviour in this sector may be an interesting area for further research. The barriers reported were for known opportunities and these included the inadequate and uncertain financial benefits, technological uncertainty, and, particularly for the small to medium sized businesses, the limited capacity to further investigate and pursue opportunities. Future research could investigate each sector and/or CDM activity sub-category independently for more specific insights.

This is a case study, within the field of Education and Human Resource Development. The subject is handover in a non-profit organization. The organization studied is the Uppsala Student Union (US). US is a politically run Non-profit organization (NGO), with the objective to work for better study- and living conditions of the 35 000 students at Uppsala University, Sweden, who are its members. Four people active within US have been interviewed, and the empiric material has been analyzed mainly based on the theories of Organizational Learning and Continuity Management. Some other theories are presented as well, as an orientation with relation to handover in organizations and organizational development. The questions asked are: 1. How is transfer of knowledge perceived in US – as a significant problem, a small problem or no problem at all? 2. If transfer of knowledge is perceived as a problem, what are thought to be the causes? 3. In US, as a NGO, how is handover managed? Which problems arise with respect to handover? 4. What else of interest and relevance can be found? The answers are: 1. A small problem. Transfer of knowledge is much thought of, but there are problems which are viewed as more important. 2. The causes for problems with handover are mainly referred to a heavy workload for the actives, high turnover and insufficient handover routines. 3. Routines for handover is a well integrated part of the work at US. And the conditions in terms of resources are good compared to other student unions. Some problems still arise, and a selection of these are presented in the study. 4. Additional findings have been defined under the following headlines: Representation on Boards – an area for improvement Changing the roles On Actives-mentality (Swe. föreningsmänniskor) Effective policy making Students as actives

In 2009, Ontario’s electricity system is in the midst of redevelopment to be sustainable, competitive and reliable. To advance this goal, conservation and demand management (CDM) is a key part of the plan. For CDM plans to be successful, it is necessary to understand why organizations undertake CDM activities. This thesis presents a case study, from 2001 to 2006, investigating organizations’ motivations, enablers and barriers associated with conservation, efficiency and demand response activities. Participants included general service customers with loads greater than 50 kW in Milton, Ontario (Canada). Interviews with representatives from 17 organizations included industrial, commercial and institutional customers. Observations at Milton Hydro Energy Drill Program events, analyses of participants’ electricity usage data, and investigations of the participants’ public profiles were included in the case study. All participants reported undertaking at least one CDM activity. The primary motivation was financial benefit. Customer satisfaction was also an important motivator for some participants. Adhering to business policies and objectives and environmental benefit were complimentary to these main motivations. The Energy Drill Program, in some cases, led to increased conservation and efficiency by encouraging a focus on internal systems and practices as well as by providing an opportunity for businesses to save on operating costs while benefiting from an associated positive public image. The commercial and industrial participants were interested in CDM activities as long as they fit within their business financial management requirements and/or contributed to their business’s competitiveness through improved image or otherwise. The social and/or environmental benefits were seen as complimentary, yet not enough to drive the activities on their own. Most of the institutional participants emphasized the community contribution as an enabler of their participation in the demand response program, however, two of the four such participants did not appear to participate in the program on a regular basis, based on the program impact reports. This incongruity between reported and actual behaviour in this sector may be an interesting area for further research. The barriers reported were for known opportunities and these included the inadequate and uncertain financial benefits, technological uncertainty, and, particularly for the small to medium sized businesses, the limited capacity to further investigate and pursue opportunities. Future research could investigate each sector and/or CDM activity sub-category independently for more specific insights.

Abstract Since non-profit organizations (NPO) in Taiwan have been developing rapidly, they have to compete for the limited resources in the society. In the meantime, the depression has made the government increase its budget deficit so industry and people reduce their donation. Waiting for the donation can no longer cope with the service cost. Non-profit organizations (NPO) begin to learn to construct and apply commercial marketing channels, and think how to use the least resources, manpower and equipment to frame suitable marketing channels. Thus, they can get what they need and provide service to invite more people to attend public welfare so as to create the greatest value for the society. This is the motif of the research. The purpose of this research is to investigate the relativity between the service specialty of non-profit organizations and the variety and proficiency of marketing channels hoping to achieve the purposes. First, what are the differences between service characteristics and gaining resources of non-profit organizations in choosing marketing channels. Second, what are the contents and levels of marketing channels for non-profit organizations. Third, what are the proficiency orientations on raising resources and service promotion of the marketing channels chosen by non-profit organizations. This research adopted literature analysis and case studies. We chose eight non-profit organizations which provide the welfare for the mentally and physically challenged, the so called social charity groups, and interview them about the relations between their service and marketing. The results are as follows: 1. Marketing channels of non-profit organizations are similar. However, the differences of individual mission statement, service specialty and resources will influence their choice on major marketing channels. 2. To achieve missions with rare resources, singular and multiple marketing strategies are suitable for non-profit organizations 3. The construction of organization channels depends on the cooperation of outer organized systems. Therefore, the cooperation model among channel members will influence the effects of marketing channels. 4. Non-profit organizations have not established sound estimated mechanism on their chosen marketing channels for raising fund and service promotion. 5. Digital marketing channels are new marketing ones to be learned. At the end, this research makes a conclusion and gives some suggestions according to the analyzed discussions of the investigations above. We hope that it can provide a reference for marketing fellows in industry and non-profit organizations, and for further research. Keywords£ºNon-profit organizations (NPO)¡¢Marketing Channel