<p> The purpose of this two-phase, sequential mixed methods study was to examine and explain factors relating to leadership in diversity-oriented churches in the United States by obtaining quantitative results from a sample of 65 senior pastors and 92 top-management team members, then follow-up with a multiple case study to explain the results in more depth. The instruments used for quantitative data collection were the 20-item four-factor Cultural Intelligence Scale, the adapted 8-item Openness to Diversity Scale, and the Leadership Practices Inventory. The study's sixteen findings establish significant relationships between leader cultural intelligence, top-management team openness to diversity, and leadership practices, and elucidate how those relationships contribute to a positive organizational diversity climate. In addition, openness to diversity and church polity were discovered to influence TMT perceptions of the senior pastor's leadership practices. Therefore, the findings support the conclusion that investigating intercultural leadership in a domestic organization could reveal new theoretical insights while having implications for leadership practice and organizational effectiveness.</p>

There is no abstract available for this thesis.

<p> My dissertation traces the genesis and growth of the Chinese emergency management organizational field over the ten-year period since the 2003 Severe Acute Respiratory Syndrome (SARS) outbreak. I conducted my fieldwork in Beijing in 2012, using a multi-method approach that involved interviews, participant observation, and analysis of archival materials. </p><p> I found that governing elites and academic experts within the emerging field&mdash;what I call the "establishment"&mdash;relied upon insider cultural knowledge (e.g., myths) and party-state ideologies (e.g., communist folklore) to legitimize a new risk governance framework and create an emergency management policy domain separate from existing domains. The emergency management establishment enabled these legitimizing claims through its embedded position in government and academia. By using a strategy of <i>curation,</i> it carefully (re)assembled culturally-accepted accounts and ideas, both indigenous and adapted from afar, to create its claims. By becoming <i>institutional evangelists,</i> academic experts in particular entrenched the risk governance framework and propagated the ideas that helped form the field by advocating, advising, and training government officials through multiple field organizational entities. </p><p> By also incorporating Foucault's concept of governmentality, I found that the legitimacy project conducted by the establishment consisted of shaping the conduct of emergency management government officials according to its own risk governance framework. This expands current Foucauldian studies on governmentality by highlighting that not only the general population but also elites can be subjected to governmentalization. It also provides a more nuanced reading of the "hollowing of the state" thesis by highlighting how the Chinese party-state strengthened its role as the legitimate emergency manager by including the civil society and the private sector, albeit in lesser roles. </p><p> My findings draw attention to the foundational quality of cognitive legitimacy vis-&agrave;-vis pragmatic and moral legitimacy, an area which has received scant discussion in the neoinstitutional literature. It also informs the understudied topic of the interrelated influences of power relations, ideas, and experts on emerging organizational field formation within neoinstitutional theory, especially in a non-Western context. Finally, my research updates current understanding of national emergency management policies in the international arena, and especially in China.</p>

<p> An employee's trust in their leadership is an important antecedent to organizational commitment. It is commonly believed that committed employees will work harder to achieve organizational objectives, so organizations often try to foster commitment in their employees to achieve improved organizational performance. The purpose of this qualitative study was to examine the relationship between trust and organizational commitment. The population consisted of 31 employees from 3 high-technology organizations in the United States. The study consisted of 2 research instruments and 5 demographic questions that were administered to employees of 3 high-technology organizations. The survey instrument used to measure trust was Cummings and Brimley's Organizational Trust Inventory. This instrument separates trust into the 3 dimensions of keeping commitments, negotiating honestly, and not taking advantage. The survey instrument used to measure organizational commitment was Meyer and Allen's Three Component Model. This second instrument separates organizational commitment into the 3 dimensions of affective commitment, normative commitment, and continuance commitment. The study revealed a strong positive correlation (r =.38) between an employees' total trust and their total organizational commitment. The study revealed that 12 of the 16 possible correlations between trust and organizational commitment were positively correlated. The study findings indicate that leadership skills are critical to increasing trust levels that enable organizational commitment. By improving the leadership and organizational antecedents that promote a trustworthy environment, employees become more committed and organizational performance improves.</p>

<p> Organizational consolidation and restructuring is a long held public sector quick-fix solution to issues of limited congressional funding, ineffective structure, and/or the presumption of hierarchical failures of leadership, in hope of improving organizational performance. Such attempts at federal government reorganization are often criticized in terms of <i> dollars and sense</i>&mdash;attempting to save dollars, but not making much sense. While a plethora of literature exists on private sector reorganization (i.e., merger and acquisition) and their workforce, there is scarce research available on similar events for the public sector. </p><p> This case study sought to understand the impact of mandated federal consolidation on the public sector workforce. Leveraging Cheney's (1983) and Bergami and Bagazzi's (2000) theories and studies on organizational identification, the second order effect on identity and identification for the associated federal workforce was revealed as having significant negative impact&mdash;worthy of immediate leadership attention and future study. A key conclusion of this study provided insight into public sector individual identification as grounded in differing psychological contracts dependent on status (military versus civil service), but revealed a shared an incremental hierarchical default to patriotism as the final vestige for rationalizing identification. </p><p> Recommendations are offered for future public sector studies as a dichotomous evaluation of military versus civil service, expanding literature beyond the private sector, and offering practical insight for the world's largest employer, the Department of Defense, with likely benefit for the workforce and the taxpayer. The question remains whether the study leadership will leverage these lessons learned or just continue their journey <i>sailing on a sea of hope</i>. </p>

<p> The purpose of this study was to explore the relationship between a Black-owned radio station's organizational culture and its social impact. Although these constructs have been researched in isolation, there are no known studies that have considered whether a relationship exists between the two constructs. Furthermore, there is no evidence that either construct has been studied within the context of a Black-owned business. Businesses owned by Black Americans represent an important and fast-growing segment in the American economy and, therefore, warrant further investigation in order to contribute diverse perspectives to research and theory building in organizational science. </p><p> The primary research question guiding this study was, "what is the relationship between a Black-owned radio station's organizational culture and its social impact?" Secondary research questions examined social impact in relation to specific elements of organizational culture and how listeners experience the radio station's social impact. The study was conducted using case study methodology. The site of this study was WHUR-FM (WHUR), the commercial radio station owned by Howard University. Interview participants included 10 purposefully selected Black Americans: 8 current and former employees and 2 listeners of WHUR. Other sources of evidence analyzed for the study included observations, documentation, archival records, and physical artifacts. </p><p> This study found evidence of a synergistic relationship between the organizational culture and social impact of WHUR. The findings were based on consistencies observed between the radio station's values-based organizational culture and its impact on internal and external communities.</p>

<p> Survey data were collected from 445 part-time transportation workers to test three sets of competing hypotheses about primary and secondary part-time workers that were developed from Partial Inclusion theory (Allport, 1933), Investment Model theory (Farrell &amp; Rusbult, 1981), and the Part-time Work Arrangements perspective (Feldman, 1990). The Investment Model constructs explaining job satisfaction, organizational commitment and turnover intent received the most support. However, the part-time work arrangements perspective also received some support as there were significant differences in organizational commitment and turnover intentions between primary and secondary part-time workers. The application of Partial Inclusion theory to the part-time worker subgroup context was not supported.</p><p> INDEX WORDS: Part-time Employment, Investment Model theory, Partial Inclusion theory, Part-time Work Arrangements, Job Satisfaction, Organizational Commitment, Turnover Intent, Transportation Industry.</p>

Studien avser att ur ett ledningsperspektiv undersöka vilka faktorer som påverkar privata företag samt hur företagen arbetar för att vara flexibla och skapar förhållningssätt i relation till dessa. Vidare vill vi jämföra det empiriska materialet med det teoretiska resonemang som producerats i den vetenskapliga arenan för att bidra med insikter som kan utveckla forskning inom området. Det empiriska resultatet bygger på åtta kvalitativa intervjuer med representanter från HR-funktionen i företag inom privat sektor. Både resultat och vetenskaplig genomgång har visat på variationer av såväl påverkan som förhållningssätt. Företagens val av förhållningssätt eller strategi har gjorts med bakgrund av varierande orsaker och har lett till olika effekter beroende på verksamhetsspecifika förutsättningar. Detta medför svårigheter avseende definitionen av vad som påverkar, hur det påverkar samt hur företag bör förhålla sig. Vissa strategier visade sig fungera bra i en typ av verksamhet medan samma typ av strategi inte påstods vara möjlig i andra. Sammanfattningsvis kan vi konstatera att företagens möjlighet att förhålla sig till förändrade förutsättningar utgör deras överlevnads förmåga. Vidare har det visat sig att detta omfattar både företagets flexibilitet och dess förmåga att minska flexibilitetsbehovet.

The case study features an industrial relations problem in 1977/78 in an American-owned manufacturing company in South-Eastorn England. There is a union recognition issue which is tackled by mounting a major programme of OD leading to the provision of a company constitution featuring a system of multi-level policy making councils. The system was then monitored for six years. In general, the predicted outcomes were realised however, there were two unpredicted by-products of the programme: - those involved in the original dispute (blue collar manufacturing employees) voluntarily withdrew from the union despite there being provision for union involvement in the Constitution; - it was found that the desire for a system of representative participation was not universal among all employees. These findings - both the predicted and the unpredicted - are discussed and interpreted. It is the second unpredicted by-product - representative participation's lack of universal appeal - which provides the most important outcome from the standpoint of theory development, on the place of constitutions in organization design. This leads to the derivation of limiting conditions for their application in Section 3.

<p> There is ample discourse regarding the need for changing nonprofit performance measurement, but there is little consensus within the field on how best to evaluate while maximizing performance, outcomes, and mission achievement. This Q methodology study documented the perceptions of 22 nonprofit leaders in the United States about effective performance measurement and the characteristics necessary to create an effective model to measure nonprofit performance. The study involved analyzing the nonprofit leaders&rsquo; responses to create three distinct views on effective organizational performance measurement called (a) Road Map, (b) Management Tool, and (c) Weakest Link. Despite differences in the viewpoints, three themes emerged as a starting point to inform the shift in measuring nonprofit effectiveness: (a) the need for larger performance management systems, (b) eliminating the unfunded mandate for performance measurement, and (c) the desire for organization-specific mission-based outcome measurement. Insights from the nonprofit leaders revealed the characteristics of a new system for generating meaningful nonprofit performance data. The implementation of these characteristics could strengthen performance management, promote organizational learning, and inspire collaborative partnerships with funders and beneficiaries. Nonprofit leaders must create a culture of performance management that facilitates performance measurement and performance improvements if they are to advance the mission of the organizations they lead. </p>