本研究旨在探討國民中學校長課程領導與教師賦權增能之關係，希望藉由理論探討與實徵研究的結果，提出建議作為校長推動課程領導與提升教師賦權增能的參考。 本研究採用問卷調查法，以台北市、台北縣及宜蘭縣共計抽取57所公立國民中學的880位正式教師為研究對象，有效問卷595份，問卷回收後以描述統計分析、t考驗、單因子變異數分析、典型相關分析，多元逐步迴歸分析等統計方法進行資料分析。 本研究之主要研究發現歸納如下： 一、國民中學校長課程領導運用「人群關係」頻率最高。 二、國民中學校長課程領導於競值架構下呈現均衡發展。 三、國民中學教師賦權增能整體表現良好，「自我效能」表現最佳，「參與決策」最顯不足。 四、教師對校長課程領導的知覺會因為教師的性別、職務、年齡及年資的不同而有所差異。 五、規模十二班以下的國民中學教師對校長課程領導感受最高，台北市國民中學校長最重視課程領導。 六、教師對賦權增能的知覺會因為教師的性別、職務、年齡及年資的不同而有所差異。 七、國民中學校長課程領導風格以「人群關係」對教師賦權增能的預測力最高。 八、國民中學校長課程領導確實有助於提升教師賦權增能。 最後，本研究根據上述發現針對教育實務層面與未來研究提出具體建議以供參考。 / Analyzing the differences of educators’ perception toward principals’ curriculum leadership and teachers' empowerment in different background variables, the purpose of this study is to inquire the relationship between principals' curriculum leadership and teachers' empowerment in junior high school. With the results of theoretical studies and empirical findings, this study provides some suggestions for promoting “principals’ curriculum leadership” and “teachers' empowerment”. Using a questionnaire, this study conducts a survey on 880 teachers from 57 public junior high schools in YI-Lan county and Taipei County. Among them 595 valid questionnaires from teachers were compiled. The returned data were analyzed by statistical methods including mean, standard deviation, t-test, one-way ANOVA, Pearson’s product-moment correlation, canonical correlation, and multiple stepwise regression analysis. Our main findings are concluded as follows: 1. The highest frequency of teachers’ perception on principals’ curriculum leadership in junior high school is “relation of people”. 2. There is a balance development of the four styles in competing values framework of junior high school. 3. Junior high school teachers perform well in “teacher empowerment” as a whole, while “self-efficiency” performs the best; however, “making decision” performs obviously insufficient. 4. Those teachers who are male, senior, directors, and from small size schools, are aware of better principals’ curriculum leadership of the principal. 5. The teachers in junior high schools with less than twelve classes feel the principals’ curriculum leadership the most. The principals from schools in Taipei emphasize curriculum leadership the most. 6. The teachers’ perception toward empowerment is different because of their gender, position, age, and career. 7. Among all dimensions of principals’curriculum leadership, the best prediction to teachers’ empowerment is promoting “relation of people”. 8. Principals' curriculum leadership into practice is indeed helpful to improve teachers' empowerment. Finally, some suggestions are proposed based on the aforementioned conclusions for further studies and for the practice of education.

Child and family nonprofit organizations are essential for the implementation of United States public policy in their role as service providers. Human service nonprofit organizations held approximately 20,000 government contracts, totaling more than $100 billion in 2009 (Boris, deLeon, Roeger, & Nikolva, 2010). Almost 33,000 human service nonprofit organizations contract with the government to deliver services (Boris, et al., 2010). The services provided by these organizations are critical to the lives of vulnerable American citizens. These organizations depend on committed employees to serve this group, carry out the mission, and reach organizational goals. Employees are nonprofit organizations’ greatest resource, investment, and also expense (Rutowski, Guiler, & Schimmel, 2009), thus turnover is considered a critical problem facing the nonprofit sector (Salamon, 2012). Retaining highly committed employees in this important work has been of interest to those studying the nonprofit sector because it is a significant problem particularly in the area of human services (Mor Barak, Levin, Nissly, & Lane, 2006). This study asks if leadership and organizational culture have an impact on nonprofit employees’ commitment to their workplace. This quantitative research uses a quota sample of 103 nonprofit employees to understand the relationships between their perceptions of their managers’ transformational leadership, their perceptions of their organizations’ culture types (clan, adhocracy, hierarchy, market) and two important and distinct employee outcomes, affective commitment and turnover intention. The findings indicate that perceived transformational leadership matters to nonprofit employees as it positively predicts their affective commitment and negatively predicts their turnover intentions. The majority of respondents reported that they perceived their organizations as clan cultures, which are known to be friendly, personal places where belonging and connectedness is high. The findings also reveal that hierarchical cultures play a role in this predictive relationship, having a moderating effect on the relationship between transformational leadership and affective commitment. In contrast, the findings reveal that compared to clan cultures, hierarchical and market cultures may be problematic in that they positively predict employees’ turnover intentions. Further, perceived hierarchical cultures negatively predict the employees’ affective commitment.

The aim of this research is to investigate the relationship between organizational and national culture and the use and effectiveness of systems development methodologies. Various different aspects of both culture and systems development methodologies are analysed. The first aspect studied is the state of systems development methodology use in South Africa. The results indicate that 74% of the organizations that participated in this study use a systems development methodology. Relationships between horizontal use of systems development methodologies and the success of the IS system and the success of the development process are also found. This relationship shows that when the systems development methodology knowledge is used in a bigger proportion of projects and by a bigger proportion of people, then both the development process and the IS system will be more successful. A relationship is also found that exists between organizational culture and system development methodologies. Organizations with a more hierarchical culture have been using SDMs longer than other organizational cultures. Relationships between national culture and systems development methodologies are also studied. The results show that when people prefer to work in a group (low individualism), the systems development methodology knowledge will be used more horizontally in the organization. The results also show relationships between the success of the IS system, the success of development process and the national and organizational cultures. When managers involve people at lower levels in the organizations in the decision making process, the developed IS system is more successful. The results show that organizations with a more developmental culture will have a more successful development system. The more an organization have a rational culture the more successful the IS system is perceived to be. / Thesis (MSc (Computer Science))--North-West University, Potchefstroom Campus, 2012.

The aim of this research is to investigate the relationship between organizational and national culture and the use and effectiveness of systems development methodologies. Various different aspects of both culture and systems development methodologies are analysed. The first aspect studied is the state of systems development methodology use in South Africa. The results indicate that 74% of the organizations that participated in this study use a systems development methodology. Relationships between horizontal use of systems development methodologies and the success of the IS system and the success of the development process are also found. This relationship shows that when the systems development methodology knowledge is used in a bigger proportion of projects and by a bigger proportion of people, then both the development process and the IS system will be more successful. A relationship is also found that exists between organizational culture and system development methodologies. Organizations with a more hierarchical culture have been using SDMs longer than other organizational cultures. Relationships between national culture and systems development methodologies are also studied. The results show that when people prefer to work in a group (low individualism), the systems development methodology knowledge will be used more horizontally in the organization. The results also show relationships between the success of the IS system, the success of development process and the national and organizational cultures. When managers involve people at lower levels in the organizations in the decision making process, the developed IS system is more successful. The results show that organizations with a more developmental culture will have a more successful development system. The more an organization have a rational culture the more successful the IS system is perceived to be. / Thesis (MSc (Computer Science))--North-West University, Potchefstroom Campus, 2012.

Background: Existing literature suggests research about sustainability and Small- and Medium Sized Enterprises (SMEs) to be limited. SMEs tend to have less resources than large companies and as a result of this sustainability integration may be challenging. Despite these resource restrictions, some SMEs still succeed in integrating sustainability. Some literature suggests that organisational culture could influence the integration of sustainability. Purpose: The purpose of this thesis is to investigate how organisational culture attributes influence the integration of sustainability in Swedish SMEs. Method: To fulfil the purpose of this thesis, a multiple case study consisting of six SMEs in the Jönköping region is performed. Qualitative semi-structured interviews are conducted with the manager and/or head of sustainability. Furthermore, structured interviews are conducted with managers and employees, in an attempt to gain insights into the values and cultural attributes of the organisational culture of the SME.   Main Findings: The results reveal that an organisational culture which emphasises internal relationships, stability and goal-setting and planning seem to facilitate the integration of sustainability. SMEs with the attribute of valuing internal relationships are aided in the integration of sustainability through the existence of tightly knit groups that work together toward the long-term goal of integrating sustainability. The positive influence of stability stems from the fact that the attribute provides structure, economic stability, and a stable employee base. A high focus on goal-setting and planning may enable the integration of sustainability through providing clear missions and objectives which the company strives toward.  Managerial Implications: This study urges three implications for managers of SMEs; 1. It provide managers with some understanding of how their organisational culture may affect sustainability integration. 2. It provide insight into the challenges companies may face as the result of lacking certain cultural attributes. 3.  It provide indications of which attributes that could be beneficial to develop or incorporate into the organisational culture in order to aid the integration of sustainability.

Purpose and research question: The purpose of this research is to explore how dynamic marketing capabilities in international e-tail companies are influenced by organizational culture. Furthermore, the aim is to contribute to the theoretical field of marketing capabilities, as well as providing practical implications to managers in international e-tail companies.How does organisational culture influence dynamic marketing capabilities in international e-tail companies? Method: The study is conducted with a qualitative method and an abductive approach, using a single case study design. The empirical data consist of eight semi-structured interviews with people at the company Scandinavian Design Center, in addition to secondary data and observations on site. Findings: The results of the study indicate that characteristics from four types of organisational cultures, including entrepreneurial, team, hierarchical and rational can influence DMCs positively and negatively on two levels: incremental and renewing. Team culture influences DMCs positively on both levels, while entrepreneurial culture has both positive and negative influence on different levels. Hierarchical and rational culture negatively influence DMCs on both levels, except when it comes to formal roles and articulated goals, which positively influence both incremental and renewing DMCs.

The high costs associated with turnover and the loss of skilled employees have a significant adverse effect on organizational performance. The loss of one skilled worker can cost 25-500% of an employee's salary with respect to replacement, training, and productivity. The purpose of this descriptive multiple case study was to explore strategies for frontline managers and human resource managers to reduce voluntary employee turnover. The sample consisted of 5 frontline supervisors and 6 human resource leaders with successful experience designing and implementing strategies to reduce voluntary employee turnover in 8 organizations in Orange County, Florida. The conceptual framework for this study was the competing values framework, which researchers have used to explore turnover in different settings. Methodological triangulation occurred from individual interviews, a focus group, and companies' documents. Interview data were analyzed using the modified van Kaam method and the constant comparative method. Analysis resulted in 4 themes (a) knowledge of your workforce, including what motivates your employees; (b) communication, including addressing communication barriers; (c) employee engagement, including leadership development; and (d) performance evaluations, including using a 360-degree feedback system. Social change implications include the potential to help human resource leaders align employee values with the organizational culture, thus increasing job satisfaction and decreasing voluntary employee turnover, which may contribute to lowering unemployment and minimizing the need for social services due to the loss of income.

Knowledge management (KM) has been determined by many researchers as one of the most important domains within the information systems (IS) field, and knowledge sharing (KS) has been identified as the most vital component of KM. Lack of KS within organizations has been approached from many perspectives. One perspective that has been outlined in recent studies is the organizational culture (OC) perspective, which examines the interaction between OC and KS behaviors. Although research has been conducted on OC and KS, the findings of recent studies have been contradictory. These conflicts were due to the different operationalization of KS. The purpose of this research was to conduct a multi method study to investigate the interaction between KS and OC in detail. A case study within a Fortune 50 organization was undertaken to address the problem. By focusing on socialization adopted from the socialization, externalization, combination, internalization (SECI) model, the iceberg theory, and the Competing Values Framework (CVF), two questions were explored to address an unexamined area within the body of knowledge. Per the recent calls for research, the questions addressed KS itemized into knowledge seeking and knowledge contributing, and investigated the phenomenon at multiple levels of the organization. The first question examined the interaction between OC and KS via socialization amongst peers for: (a) overall organization, (b) non-managers, (c) first level managers, and (d) second-level managers. The second question examined the interaction between OC and KS via socialization amongst various levels for: (a) subordinates and managers in overall organization, (b) non-managers and first level managers, and (c) first level managers and second level managers. Data were collected through 82 surveys, 23 interviews, 23 observations, and company records for the calendar year of 2017 to provide multiple types of data for triangulation. The quantitative data were analyzed through descriptive statistics, correlation tables, multivariate analysis of covariance (MANCOVA), and visualization. The qualitative data were analyzed through open coding, axial coding, and selective coding. The combined results were triangulated to reach the conclusions. The MANCOVA displayed a significant interaction between OC and KS via socialization. Furthermore, the triangulated results showcased that perceived bureaucratic culture and perceived competitive- bureaucratic culture had a negative relationship with KS via socialization amongst peers, knowledge seeking for manager to subordinate, and subordinate to manager, but not for between level knowledge contributing. While perceived clan culture had a positive relationship with KS via socialization amongst peers, and for knowledge seeking from managers, but not for between level knowledge contributing. Perceived competitive culture was only discovered to have a negative relationship with knowledge seeking for level two managers, while having a positive relationship with knowledge contributing to employees, and knowledge contributing amongst peers with knowledge seeking as moderating variable. The various organizational levels also showcased distinct results which requires further investigation. Future research suggestions were made to extend the body of knowledge through various directions, alongside an IS solution recommendation for organizations to improve KS.

Lean manufacturing is one of the most developing manufacturing philosophies through which firms can minimise waste in the production process. Implementing lean practices successfully enables firms to lower unit costs of production and maximise value to the customer, which in turn helps them to increase their competitive edge over rivals. The emerging literature considers organisational culture as a necessary intangible source for achieving a competitive advantage for companies, and to have a critical role in the success or failure of lean practices implementation. The aim of this thesis is to investigate the effect of organisational culture on lean technical practices in the manufacturing firms in Jordan. More specifically, four conceptual models have been developed in the current study highlighting the effect of each type of organisational culture on lean technical practices implementation. In addition, more emphasis was on understanding the mechanism through which customers' involvement, employees’ involvement and suppliers’ involvement affect the relationship between organisational culture and lean technical practices. Thus, the four conceptual models bring to light the potential intervening role of the human lean practices in the organisational culture/ lean technical practices association. After identifying and reviewing the relevant literature, the socio-technical system theory, contingency theory and RBV are adopted to develop the conceptual models and associated hypotheses. A Structural Equation Modelling (SEM) techniques have been adopted to analyse a dataset of over 200 manufacturing firms in Jordan, collected by using a self-administered survey. The findings of this study indicate that the hierarchical culture has the highest substantial positive effect on lean technical practices followed by developmental culture, group culture and rational culture respectively. In addition, it is found that each type of organisational culture (group, developmental, hierarchical and rational) affects positively lean human practices (customers' involvement, employees’ involvement and suppliers’ involvement) in different statistical levels. For example, all types of organisational culture affect suppliers’ involvement more than customers’ involvement and employees’ involvement respectively. Moreover, it is found that customers’ involvement and suppliers’ involvement have the highest positive effect on lean technical practices in the rational culture and the least positive effect in the hierarchical culture. Furthermore, it is found that the positive effect of each type of organisational culture on lean technical practices is partially mediated by customers' involvement and partially mediated by suppliers’ involvement. The highest significant mediating effect of customers' involvement and suppliers’ involvement lies in the rational culture/lean technical practices link whereas the lowest significant mediating effect of customers' involvement and suppliers’ involvement lies is in the hierarchical culture/ lean technical practices link. Finally, it is found that employees’ involvement does not mediate the relationship between organisational culture and lean technical practices. These findings provide new evidence from Jordan to support the hypotheses that the organisational culture can act as a crucial pre-condition for lean technical practices to be fully effective. Additionally, the findings reinforce the notion that emphasizing the human side of lean especially for customers' involvement and suppliers' involvement can promote the effectiveness of lean implementation. The current study contributes to the current literature at two levels. First, at the theoretical level, this study develops multiple conceptual models which crosses two streams of literature mainly, organisational culture literature and lean manufacturing literature with a focus on the human side of lean. Unlike previous studies, the models integrate the direct effect of organisational culture on lean technical practices and the intervening role of lean human practices due to which the organisational culture is assumed to have also an indirect effect on lean technical practices. Furthermore, employing a powerful statistical technique (Analysis of Moment Structure-SEM) provides more credibility to the results reported in this study. Second, at the empirical level, this study is conducted in the Jordanian context. As such, this study is one of the first, to our knowledge, that examines the effect of organisational culture on lean technical practices, as well as having examined the mechanism of how each type of organisational culture affects lean technical practices using empirical survey data from this context.

本研究旨在探討國民小學校長競值領導行為與教師組織承諾之關係。研究採用調查研究法，以臺灣北部區域之公立國民小學教師為對象，總共發出1043份問卷，問卷回收率為85.91%，有效問卷回收率則為81.30%。正式問卷回收之後，分別以百分等級、t考驗、單因子變異數分析、卡方考驗、皮爾森積差相關分析、迴歸分析等統計方式對回收資料進行分析。 本研究獲得以下十項結論： 一、國民小學校長競值領導行為較著重「競爭行為」層面，且以「均衡領導型」比例最高。 二、國民小學教師組織承諾以「努力意願」層面表現最佳。 三、男校長在校長競值領導行為之合作行為層面有較佳表現，年輕校長在校長競值領導行為各層面有較佳表現。 四、小型規模、偏遠地區的校長在校長競值領導行為各層面均有較佳表現。 五、年齡大的校長在均衡領導型的比例較低且在平庸領導型的比例較高。 六、小型規模、偏遠地區的校長在均衡領導型的比例較高且在平庸領導型的比例較低。 七、年齡大、資深及教師兼主任的教師組織承諾較高，小型規模及偏遠地區學校的教師組織承諾亦較高。 八、校長競值領導行為以「均衡領導型」在教師組織承諾的表現最佳，「不均衡領導型」次之，「平庸領導型」最不理想。 九、校長領導競值行為與教師組織承諾具有正向關連，校長競值領導行為表現愈好，則教師組織承諾愈高。 十、國小校長採行競值領導行為有助於教師組織承諾之提升，其中僅「合作行為」與「競爭行為」兩個領導行為層面具有顯著預測力，競值領導理論之「均衡觀點」宜適度修正。 根據研究結論提出下列建議： 一、對教育行政機關之建議 （一）校長職前與在職訓練，宜融入競值領導相關課程。 （二）適度控制學校經濟規模，以利於教師組織承諾之維持。 二、對國小校長之建議 （一）校長應加強領導行為之複雜性，以增進領導效能。 （二）校長要不斷吸取新知與積極進修，以強化專業智能與教育熱忱。 （三）校長宜多關懷年輕、資淺及未兼行政職務之教師，以協助其生涯發展。 （四）校長須展現兼容並蓄的領導作風，同時採取競爭行為與合作行為，以提升教師組織承諾。 三、對未來研究之建議 （一）研究對象可擴大至國中、高中等不同層級學校，乃至私立學校。 （二）研究變項可加入其他可能影響教師組織承諾的變項。 （三）研究方法可酌加使用質化方式之訪談，並在橫斷性研究的基礎上，兼採縱貫性研究，蒐集相關資料。 （四）競值領導理論架構需要國內更多實證研究去驗證其在本國教育環境的適用性與可行性。 / The purpose of the study was to investigate the relationship between principals’ competing values leadership behavior and teachers’ organizational commitment in elementary schools. The reasearch method this study adopted is survey reasearch. Data were collected from 1043 teachers of elementary schools in northern parts of Taiwan. The response rates were 85.91%; the usable rates were 81.30%. The collected data were analyzed by using the statistical methods of percentile rank, t-test, one-way ANOVA, χ2 test, Pearson product-moment correlation and regression analysis. The conclusions of this study are: 1.Among all of the dimensions of principals’ competing values leadership behavior, “Compete” is the dominant in the elementary schools. And “Balanced Style” ranks the highest. 2.Among all of the dimensions of teachers’ organizational commitment, “Effort Intention” is the dominant in the elementary schools. 3.Male principals have better performances in “Collaborate”. Young principals have better performances among all of the dimensions of principals’ competing values leadership behavior. 4.Principals in small-sized schools and in remote area schools have better performances among all of the dimensions of principals’ competing values leadership behavior. 5.Among competing values leadership behavior of elder principals, “Balanced Style” ranks lower and “Mediocre Style”ranks higher. 6.Among competing values leadership behavior of principals in small-sized schools and in remote area schools, “Balanced Style” ranks higer and “Mediocre Style”ranks lower. 7.Elder, senior teachers and directors in schools have higher organizational commitment; teachers in small-sized schools and in remote area schools also have higher organizational commitment. 8.Underneath principals’ competing values leadership behavior , Teachers have the best organizational commitment toward “Balanced Style”, the next-best organizational commitment toward “Unbalanced Style” and the worst organizational commitment toward “Mediocre Style”. 9.There is a positive relationship between principals’ competing values leadership behavior and teachers’ organizational commitment. Principals with better leadership performances tend to enhance teachers’ organizational commitment. 10.Principals ’ competing values leadership behavior promote teachers’ organizational commitment. Among all of the dimensions of principals’ competing values leadership behavior, “Collaborate” and “Compete” have significant predictabilty, “Balanced Perspective” could be modified. Based on the findings, the study offers suggestions for the education authorities, the principals of elementary schools, and the future researchers, hoping to shed light on the development of elementary school education in the future.