Thesis (M.P.A.)--University of Hong Kong, 1997. / Includes bibliographical references. Also available in print.

Thesis (M.P.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 96-101). Also available in print.

Thesis (Ph. D.)--Princeton University, 1994. / Includes bibliographical references.

Thesis (Ph. D.)--University of Washington, 2007. / Vita. Includes bibliographical references (leaves 70-74).

In essay 1, I investigate the association of place attachment and financial reporting quality. Management characteristics affect a wide range of corporate decisions, including decisions affecting financial reporting quality; however, the influence of managerial place attachment on corporate decision-making has received relatively little attention - even though place attachment is thought to play a significant role in forming individual identity. Place attachment affects the decisions that individuals make with regards to social and environmental policies, lifestyle, and, in the corporate context, firmlevel policies. Because firms hire local CEOs and CFOs five to eight times more often than expected if geography were irrelevant to the matching process, the question of how managerial place attachment affects financial reporting outcomes is an important one. I investigate the effect of managerial place attachment on financial reporting quality in a sample of publicly traded U.S. firms. My findings indicate that firms with place attached CEOs display higher financial reporting quality, indicating a significant caretaking bond between CEO and stakeholders. CFOs, on the other hand, are marginally associated with lower financial reporting quality, indicating that they are more likely than CEOs to extract personal gain when they are local to their firm headquarters. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2020. / FAU Electronic Theses and Dissertations Collection

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The purpose of this basic qualitative study was to examine the perceptions of school leaders, school division leaders, and non-SRO model employees regarding the transition from a school safety model with School Resource Officers (SROs) to a model with non-SRO (NSRO) employees in one urban school division in Virginia. The researcher sought to answer one research question: What are school leaders' and non-School Resource Officer employees' perceptions of the transition from a school safety model with School Resource Officers to a model with non-SRO employees? The researcher used interviews, an NSRO observation, and the content analysis of school division documents to learn about the school leaders', school division leaders', and NSRO employees' perceptions of the transition to the new school safety model. The study sample included two school leaders, six school division leaders, and three NSRO employees of the school division. The six findings from the study revealed: (a) challenges related to the process of the transition to the new school safety model, (b) challenges with communication and response time with emergency services, (c) the roles of NSROs are inconsistent, (d) similarities between SROs and NSROs, (e) school and school division leaders reported common contributing factors of the transition to the new school safety model, and (f) school leaders indicated concerns regarding a lack of SROs, whereas most school division leaders did not report being concerned about a lack of SROs. This study also proposed implications for school divisions and schools that may consider changing their school safety model. / Doctor of Education / The purpose of this qualitative study was to examine the perceptions of principals, school division central office employees, the school division superintendent, and non-School Resource Officer (NSRO) employees regarding the transition from a school safety model that had School Resource Officers (SRO) to a new school safety model with NSROs. The researcher interviewed two principals, five central office employees, the school division superintendent, and three NSRO employees to answer the study's research question: What are school leaders' and non-School Resource Officer employees' perceptions of the transition from a school safety model with School Resource Officers to a model with non-SRO employees? The researcher also observed one NSRO and reviewed publicly available documents related to the school division's transition to the new school safety model. This study had six findings: (a) challenges with the process of the transition to the new school safety model, (b) challenges with communication and response time with the police and fire departments, (c) inconsistency with the roles of NSROs, (d) similarities between SROs and NSROs, (e) common reports of contributing factors of the transition to the new school safety model between school and school division leaders, and (f) school leaders reported concerns regarding a lack of SROs, but most school division leaders did not report being concerned about a lack of SROs. This study also included implications for school divisions and schools that may consider changing their school safety model.

The problem with which this study is concerned is the degree of utilization by foreign officers, who were selected for the United States International Military Education and Training Program (IMET), to train their fellow navy officers and men upon returning to their home countries. The purposes of this study are (1) to identify and evaluate methods that may be used to monitor and verify that the American training of foreign officers is being used as intended by Congress; (2) to examine the subsequent impact of such training on indigenous educational and training capabilities; (3) to examine the methods used to select the officers to be included m the IMET program; and (4) to examine funding allocations for IMET to discover if a rational budgeting process exists.

No description available.

This study examined the extent to which organizational conditions that promote ministry team effectiveness are present in multi-staff churches. The case was made for the need for effective teamwork in the church organization. Five influential and contemporary models of effective teams were examined and through those models a shift in thinking from examining team characteristics toward creating and leading organizational conditions was presented. Finally an integrative effective team model was presented and five key organizational conditions were presented as a synthesis of the components from the five effective team models. Those five organizational conditions are: an environment of trust, a focus on performance, team stability over time, a supportive structure and context, and good team leadership. Based on the five organizational conditions the Team Effectiveness Survey was developed with the assistance of an expert panel. The survey, which examined perceptions of organizational conditions, was distributed electronically to 1165 multi-staff churches. The results collected allowed for the comparison of responses between senior pastors and associate staff. Data collected showed a positive perception among pastoral staff as to both the effectiveness of ministry teams and the presence of the five organizational conditions within their churches. Statistical analysis also displayed agreement in perception between senior pastors and associate staff in each of the five organizational conditions. Two conditions, however, did show a slight divergence in perception. Those conditions were the areas of trust and a focus on performance. Analysis of the data was accomplished primarily through descriptive statistics and was displayed through the use of tables and charts. Implications and applications of the research were also presented. Some of the research implications involved the primarily positive views of pastoral staff regarding how their organizations support ministry team effectiveness, the reality that there is room for improvement in helping teams be more successful, and the agreement that senior pastors and associate staff had regarding team effectiveness and the existence of the five conditions. Research applications were suggested in the areas of continued communication among pastoral staff, the need to continue to improve in setting goals and objectives for tasks, and the need for leaders to shift their thinking from influencing individual team effectiveness to influencing the culture of an organization in order to promote team health throughout the organization. Finally, suggestions for further research were proposed.