The purpose of this outcome-based program evaluation project study was to investigate how professional development (PD) influenced the shared values of 25 district teachers regarding instructional technology and their collaboration and instructional practices using instructional technology. Inclusion criteria included (a) participants had to be 18 years or older and (b) participants had to be a certified teacher. Guided by Mishra and Koehler's TPACK theory and Guskey's model for PD evaluation, the research was designed to determine (a) how teachers demonstrate collaboration using instructional technology as a result of PD, (b) what shared values teachers have adopted regarding instructional technology as a result of PD, and (c) how the authentic teaching practices of participants have changed because of the technology PD. Data were collected through Likert surveys, interviews, and classroom observations. Data analysis included descriptive statistics for the quantitative portion, and identification of emerging themes for the qualitative portion. The results reflected ways technology is being implemented into instructional strategies. The implication of this study for social change includes support for including collaboration and shared values in professional development to improve instructional strategies incorporating technology, which can lead to improved learning environments. Teachers and the school can benefit by having the knowledge of how technology and PD provided by the OETT grant enhanced instruction. Social changes that may occur due to the findings of this study include the school gaining a better understanding of the influence of technology in instruction on student learning and identifying tools that potentially increased teacher uses of the technologies purchased as well as teacher application of the knowledge gained in the PD provided through the grant.

"Substitutes for leadership" is a new emerging leadership model of organizations within turbulent environments. Employee might minimize the "need for leadership" by "shared values", "self-managed work teams" and "cynicism". These substitutes would have further direct impacts on job outcomes as well. This study suggests that the higher the extent of shared values, self-managed work teams or cynicism, the lower the extent of the need for leadership. Also except cynicism, the higher the extent of shared values or self-managed work teams, the higher the extent of job outcomes. Data used were collected in two Kaohsiung companies, including an insurance agent and a semiconductor company. After statistic analyzes the results are stated as bellow: ¢¹. Differences of all variables due to characteristics of individuals. 1. The insurance agent: Employee are graduated from senior high schools have the higher extents of job outcomes than those are graduated from colleges. Sales have the higher extent of shared values, self-managed work teams and job outcomes, and the lower extent of cynicism than clerks. 2. The semiconductor company: No characteristics of individuals make a difference of variables. ¢º. Relationships between substitutes and the need for leadership. 1. The insurance agent: The higher the extent of shared values the higher the extent of the need for leadership. The higher the extent of self-managed work teams the higher the extent of the need for leadership. The higher the extent of cynicism the higher the extent of the need for leadership. 2. The semiconductor company: The same as the above. ¢». Relationships between substitutes and job outcomes. 1. The insurance agent: The higher the extent of shared values, the higher the extent of job outcomes; the higher the extent of self-managed work teams, the higher the extent of job outcomes; the lower the extent of cynicism, the higher the extent of job outcomes. 2. The semiconductor company: The same as the above. The empirical results show that although the substitutes regression model can offer explanation of job outcomes, the higher extents of shared values and self-managed work teams do not lead to the lower extent of the need for leadership. The reason that hypotheses are not approved seems to be the sampling. The insurance agent is an organization of the tight leader-follower relationship; the subordinators of the newly established semiconductor company of course strongly depend on the experienced leaders. Or shared values and self-managed work teams would not be the substitutes for leadership in deed. Or leadership could not be replaced at all!

No description available.

This thesis is focused on the derivation of a new approach to business. Emphasis is put on organizations contributing to both economic success as well as social progress.  This dual financial and social value creation is referred to as social entrepreneurship. Increased attention and inclusiveness of the concept has led to confusion regarding the means of organizations acting within the recited phenomenon. Organizations are met with skepticism and are questioned in the matters of legitimacy. Differences of opinion centralize on whether companies invest these resources because it is demanded, because it strengthens the brand or simply because it is the responsibility of the corporation. The perception of legitimacy is dependent on the support the organization receives from its different constituencies. To explore social entrepreneurship, a case study was conducted. This case study was executed through a consumer perspective, seeing as legitimacy is upheld by the perception of the organizations immediate audience. The case company used, GodEl, operates using traditional business models with the purpose of maximizing profits. However, 100% of their earned dividend is donated to various charity organizations. This study is set out with the ambition to gain an understanding of a corporation operating within social entrepreneurship. The conclusions imply that the customers of GodEl legitimize their choice through diverse legitimizing dimensions. The findings indicate that pragmatic legitimacy is a stronger legitimizing dimension than moral legitimacy. These conclusions imply that larger emphasis is given to consumer self-interest, rather than the consequences and judgment of the organizations accomplishments. The ways in which customers legitimize their choices, may also be argued as the same factors affecting GodEls legitimacy regarding their operations.

The aim of this study is to investigate how explicit CSR values are implemented in the organizational culture of companies through MCS. The focus is on which elements of MCS affect the tacit CSR values of employees, so that employee and corporate values can be aligned. Additionally, the role that shared values play on corporate social behavior is explored. To answer the research question both primary and secondary data were collected and analyzed by conducting multiple case studies. The primary data was collected through qualitative, semi-structured interviews. Secondary data was collected from the case companies’ official reports, codes of conduct and statements. A model was created to create a visualization of the concepts used in the theoretical framework. This study found that companies from nine different industries utilize MCS to align CSR values in their organization, and realize green marketing behavior. Shared values are created through four MCS; a belief system, a diagnostic control system, a boundary system and an interactive control system. These are the building blocks upon which positive corporate social behavior is grounded on. This study’s results provide managers tools to affect their company’s corporate social behavior. Additionally, on a broader level, this study indicates that green marketing and greenwashing behavior can be viewed as choices that companies can deliberately make. Managers can affect the corporate social behavior of their company and are therefore responsible for the path they choose regarding CSR.

In this doctoral study I conceptualise shared values in order to explore a management problem from my work place environment. I observe that business-to-business (B2B) relationships between project managers and self-employed consulting engineers terminate; project managers switching to other vendors and self-employed consulting engineers losing their contract. The findings from the doctoral study show major influence of the shared values in managing project based professional relationships. Specifically, the elements of B2B professional relationships “commitment” and “trust” embedded in relationship performance show managerial implications. Furthermore, the literature review revealed a lack of qualitative knowledge in the research domain of B2B relationships. Hence, the findings from the doctoral study fill this gap and contribute to the academic knowledge by providing practise based qualitative evidence. This doctoral study was conducted in two phases. In the first phase, building on previous research articles, six elements of B2B professional relationships were refined and tested through qualitative interviews in order to explore their relevance in the B2B professional relationship between the project managers and self-employed consulting engineers. As a result from the first phase, a conceptual model of shared values was developed. In the second phase, the conceptual model of the shared values developed from the first phase was explored and validated through the experience of the project managers and self-employed consulting engineers.

The presented dissertation reports the findings of a quantitative study on shared values of a multinational corporation across its Middle East and Sub-Saharan subsidiaries. The study is based on the Competing Values Framework (Quinn &Rohrbaugh, 1983; Cameron&Quinn, 1999) with 24 shared values superimposed upon the Competing Values Framework (McDonald&Gandz, 1992). The presented work argues that an organisation can increase its competitiveness by understanding its shared value system and by managing the organisation accordingly. In return, the organisation due to an increased competitiveness would realise a competitive advantage by understanding the shared value composition. In understanding the shared values composition one can attract and retain staff due to a greater person organisation fit, which in turn would lead to a reduction in staff turnover, skilling and training cost in return yielding a competitive advantage. The research found that there seems to be a common shift or trend in the Cape Town, Johannesburg and Middle East subsidiaries. The trend is that the subsidiaries value those shared values most that fits into the clan and market culture quadrants with some elements of the adhocracy and hierarchy cultures type resembled. The latter not being as dominant as the clan and market culture types. The Pretoria and Turkey subsidiaries regarded the values of the clan and adhocracy culture quadrants higher than those within the market and hierarchy culture quadrants. This is unexpected to a degree as the subsidiaries are across multiple nations encompassing different cultures. The subsidiaries believe in culture of collaboration and competition with the purpose of group cohesion and the pursuit of objectives. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Universities should contribute to the education of socially responsible citizens. To accomplish this goal, universities focus on education and they set a good example. Furthermore socially responsible behaviour will increase competitiveness and it will strengthen the university image. The aim of this thesis is to analyse socially responsible activities including students' satisfaction with the level of social responsibility at the Faculty of Business Administration of University of Economics, Prague and to define possible improvements that will generate positive impact on Faculty's reputation. To reach the goal the study of Faculty's documents and the students' opinion survey were carried out. The results have shown that the Faculty performs a lot of socially responsible activities that are highly appreciated by students. Nevertheless some opportunities for improvement were identified especially in the field of strategic management and communication.

This Master thesis deals with a topic of Corporate Social Responsibility as a part of a corporate strategy. In the theoretical part a CSR concept with implementation process is explained. The practical part is focused on Thimm Packaging. For evaluation of Thimm Social Responsibility the EFQM method modified for the CSR is used and a questionnaire survey is applied. The aim of this work is to evaluate TSR and to propose options for improvement of company social strategy.

In this doctoral study I conceptualise shared values in order to explore a management problem from my work place environment. I observe that business-to-business (B2B) relationships between project managers and self-employed consulting engineers terminate; project managers switching to other vendors and self-employed consulting engineers losing their contract. The findings from the doctoral study show major influence of the shared values in managing project based professional relationships. Specifically, the elements of B2B professional relationships “commitment” and “trust” embedded in relationship performance show managerial implications. Furthermore, the literature review revealed a lack of qualitative knowledge in the research domain of B2B relationships. Hence, the findings from the doctoral study fill this gap and contribute to the academic knowledge by providing practise based qualitative evidence.This doctoral study was conducted in two phases. In the first phase, building on previous research articles, six elements of B2B professional relationships were refined and tested through qualitative interviews in order to explore their relevance in the B2B professional relationship between the project managers and self-employed consulting engineers. As a result from the first phase, a conceptual model of shared values was developed. In the second phase, the conceptual model of the shared values developed from the first phase was explored and validated through the experience of the project managers and self-employed consulting engineers.