The primary purpose of this study was to design an instrument, the Professional Support Survey (PSS), to assess one's extent of world view thinking relating to wellness programming. The secondary purpose was to use the Perceived Wellness Survey (PWS) and the PSS to determine if a relationship exists between HR professionals' personal wellness and their support for wellness programs in the work place. Face and content validity was established for the PSS, test-retest analysis confirmed significant reliability («T, = 0.9239 and «T2 = 0.9464), and a significance test found - = 0.846 and adjusted - = 0.8662. The study found that HR professionals' levels of personal wellness are reflected in their decisions to support wellness programs. Further, the more exposure HR professionals have to wellness management issues (i.e., the company having a formal program, the number of activities, and budget allocations for programming), the more likely they are to support wellness programs from a programmatic standpoint. / Fisher Institute for Wellness

In the evolving global economy, boardroom governance has forged an increasing influence on what transpires in corporations today. Within the boardroom, expectations of board directors and executive management (key actors) have shifted dramatically due to the financial failures (i.e., Enron and WorldCom, etc.) and the ensuing global financial crisis in the 2000s. The belief is that these directors and managers contributed greatly to these crises (Boerner, 2011). Consequently, there is a growing appeal to study boardroom governance and the roles of board directors and executive managers, not from a structural description, but rather from a behavioral perspective. In the literature, corporate governance structural framework is well informed while the behavioral framework is lacking. Often referred to as a black box, board behavior is not well understood because board processes are not easily observed nor are researchers readily invited to do so (Barratt & Korac-Kakabadse, 2002). There is therefore a clear call for studies to examine the black box of boardroom governance (Erakovic & Overall, 2010; Lockhart, 2010; Huse et al, 2011). Recognizing this demand, an examination of the beliefs and values of the board directors and executive managers in their boardroom culture, was undertaken as the starting point to open the black box of boardroom governance.

Traditional scholarship on corporate law evidences the lack of analysis undertaken to understand the interconnectivity between businesses and the societies in which they operate where , scholarship and case law had favored shareholder primacy. However, an analysis of Section 122 of the Canadian Business Corporations Act (CBCA), reveals that the ambiguous language of director’s duties under the CBCA allows for the courts to continue modernize the law inclusive of stakeholder rights without requiring statutory amendments. Therefore, this thesis argues that courts have the flexibility to interpret that directors are within their duties to balance the rights of both shareholders and stakeholders. In fact, this thesis argues that stakeholder theory is superior to shareholder theory in consideration of law and morality. By concluding that stakeholder theory is the new accepted standard in Canadian Corporate law, this paper offers directors guidance on how to perform their role in accordance with the CBCA.

Traditional scholarship on corporate law evidences the lack of analysis undertaken to understand the interconnectivity between businesses and the societies in which they operate where , scholarship and case law had favored shareholder primacy. However, an analysis of Section 122 of the Canadian Business Corporations Act (CBCA), reveals that the ambiguous language of director’s duties under the CBCA allows for the courts to continue modernize the law inclusive of stakeholder rights without requiring statutory amendments. Therefore, this thesis argues that courts have the flexibility to interpret that directors are within their duties to balance the rights of both shareholders and stakeholders. In fact, this thesis argues that stakeholder theory is superior to shareholder theory in consideration of law and morality. By concluding that stakeholder theory is the new accepted standard in Canadian Corporate law, this paper offers directors guidance on how to perform their role in accordance with the CBCA.

Typescript. / Thesis (Ed. D.)--University of Hawaii at Manoa, 1984. / Bibliography: leaves 151-158. / Photocopy. / x, 158 leaves, bound 29 cm

Thesis (LLM)--University of Stellenbosch, 2007. / Bibliography. Also available via the Internet.

Thesis (Ph.D.)--Tufts University, 2001. / Adviser: Barbara Freedman. Submitted to the Dept. of Theatre Studies. Includes bibliographical references (leaves 345-385). Access restricted to members of the Tufts University community. Also available via the World Wide Web;

Thesis (M.F.C.S.)--Bowling Green State University, 2008. / Document formatted into pages; contains vii, 77 p. : 1 map. Includes bibliographical references.

Thesis(M.A.)--Auburn University, 2005. / Abstract. Vita. Includes bibliographic references.

Thesis (MMS.)--University of Waikato, 2006. / Title from PDF cover (viewed February 26, 2008) Includes bibliographical references (p. 133-144)