Abstract: The purpose of this research was to understand: (1) the influence that an industry-situated STEM lab experience has on students’ (ages 10-18) perceptions of careers in manufacturing, and (2) the challenges and opportunities that this space presents. To answer these questions, this study analyzed participant pre- and post-draw a manufacturer tests as well as manufacturing career perception surveys that included Likert-scale items and open response questions. Along with these data sources, five semi-structured interviews were conducted with industry stakeholders in order to understand the conception and operation of the STEM lab, as well identify any challenges or opportunities to improve or replicate success for other industries. From there, the data were analyzed through thematic coding for the drawings, open-response questions, and interviews, and a Mann-Whitney U test was performed on the survey results in order to look for general shifts in responses to specific questions from before to after the STEM lab experience. The results gained from the three different data collection techniques were looked at in aggregate and used to triangulate specific understandings, questions, and recommendations. The results confirmed a lack of students’ awareness and understanding of manufacturing, misperceptions surrounding the careers within, and a disconnect between industry needs and educational output. Along with the data, literature on vocational psychology supports the need for students to participate in authentic learning opportunities to build self-efficacy and form more accurate outcome expectations with regards to future career selection. However, the data did reveal that the industry-situated STEM lab experience likely led the participants to an improved understanding of the manufacturing ecosystem and provided an opportunity for local educators to engage with industry. While this research looked at a novel application of a STEM lab and highlighted its influence on students’ perceptions of manufacturing careers, there is obviously no “silver bullet” for fixing the talent pipeline for manufacturing and continuous work in this area needs to be done.

Firms lose strategic business opportunities to create sustainable growth because leaders do not establish talent pipelines. The purpose of this multiple case study was to explore strategies used by the leaders of Saudi firms to develop talent pipelines. The conceptual framework for this study was the resource-based view. The overarching question that guided this study explored strategies business leaders in small and medium-sized enterprises in Saudi Arabia used to establish talent pipelines to create sustainable growth. Data were collected from semistructured interviews with 8 business leaders of 4 firms operating in western Saudi Arabia and a review of company documents. The business leaders had successful experience and knowledge in talent and performance management. Data were analyzed using inductive and deductive content analysis. The results revealed 4 strategies business leaders in small and medium-sized enterprises in Saudi Arabia used: hiring the right people, establishing a performance management system, differentiating employees based on performance, and implementing employee retention strategies. The implications of this study for positive social change include reducing unemployment rates among Saudi nationals, growing Saudi workers' capabilities, and increasing Saudi families' standard of living.

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The ability to backfill leadership positions has become a key focus of business leaders since 2005 when the baby boom workforce started to age. An aging workforce threatens the capability of business leaders to develop leadership pipelines to ensure business success. Grounded by the social exchange theory, the purpose of this qualitative single case study was to explore successful strategies that technology services managers used to align core business objectives to improve succession planning at a technology services organization located in Dallas, Texas. Data collection and triangulation included semi structured telephone interviews with 12 technology services managers, company documents, and archival information. Data analysis included the examination of rich text data, coding, and classification of themes using Yin's 5-step approach. Four themes emerged, revealing that these managers (a) created and sustained a leadership talent pipeline for high potential employees for future leadership roles; (b) sourced internal candidates with core leadership competencies; (c) remediated leadership skills gaps through developed relationships and documented processes; and (d) re-engineered the replacement planning process for the internal leadership talent pipeline. Implications for positive social change include the potential for technology services managers to implement effective succession planning strategies that could increase employee morale, enhance profitability and growth, and promote healthy community partnerships.