Thesis (M.A. in Security Studies (Homeland Security and Defense))--Naval Postgraduate School, March 2010. / Thesis Advisor(s): Bergin, Richard. Second Reader: Joyce, Nola. "March 2010." Description based on title screen as viewed on April 21, 2010. Author(s) subject terms: Collaborative capacity, trust, organizational culture, first line officer (FLO), Fire Department of New York (NYPD), New York City Police Department (NYPD), Emergency Medical Services (EMS), leadership, collaboration, inter-agency. Includes bibliographical references (p. 63-66). Also available in print.

Thesis (Ph. D.)--Ohio State University, 2004. / Title from first page of PDF file. Document formatted into pages; contains xii, 168 p.; also includes graphics. Includes bibliographical references (p. 141-155).

Thesis (Ed. D.)--Montana State University--Bozeman, 2007. / Typescript. Chairperson, Graduate Committee: William Ruff. Includes bibliographical references (leaves 147-156).

This research contributes to our understanding of trust in the international business environment, exploring the development of trust, and the influence of culture, structures and hierarchies, and international business communications. The focus is on the management of employees working in foreign-owned, international businesses operating in Morocco. With few notable and very valuable exceptions, there has been very little research exploring the Arab approach to management and even fewer pieces of research focus on the development of trust in this context. A qualitative research approach was employed, as so little is understood about the context and the phenomenon. A total of 30 interviewees from various managerial and organisational levels represented the sample of the study with five participating international companies, from different sectors established in Morocco. Using a content-thematic analysis, the research shows that Moroccan employees prefer working in international companies and their preference is associated to many factors such as the work environment they belong to, the financial and social benefits they receive, career advancement and employees’ development as well as being a part of a defined and organised structure where information is well circulated and communication is encouraged. In this way, this research contributes not only to our understanding of the development of trust in an Arab context but also sheds more light on cultural aspects which was found out in the research that they were interpreted differently such as the case of Hofstede’s uncertainty avoidance dimension. In particular the research suggest that some, non-Arabic researchers, may have misinterpreted certain behaviours in Arab cultures. This leads the research to a final conclusion that clearly shows the importance of considering Arab management as a fourth paradigm to explain managerial practices in the Arab World as suggested by Weir (2008) and better understand their practices (Hutchings and Weir, 2006).

Thesis (M.A. in Security Studies (Homeland Security and Defense))--Naval Postgraduate School, December 2008. / Thesis Advisor(s): Bach, Robert. "December 2008." Description based on title screen as viewed on February 5, 2009. Includes bibliographical references (p. 95-102). Also available in print.

Idag kan iakttas att tillit ses vara på modet. Att leda med tillit förstås däremot i praktiken inte vara så enkelt, då teori och praktik inte verkar stämma överens. En undran som väcks är därför hur man kan få det tillitsbaserade ledarskapet att fästa och inte rinna av likt en teflontäckt yta?  Vi kan se det likt ett tvåkomponentslim, där det tillitsbaserade ledarskapet ses som bas och behöver kompletteras med en härdare för att kunna fästa hos dagens ledare och organisationer. I denna studie prövas om design thinking kan tänkas agera härdare då det är ett koncept som möjliggör förändring och kan fungera som något vilken hjälper att gå från teori till praktik. Dessutom sett till basen tillitsbaserat ledarskap ses en önskan delas kring uppfyllelse och integrering av en kultur speglad av tillit där samskapande möjliggör innovation. Syftet med integreringen av design thinking som härdare är för att se till om en sådan interdiskursiv blandning kan utmynna i ett fästande tvåkomponentslim.  Denna nya interdiskursiva blandning ses skapa ett fungerande lim och utgör därmed studiens teoretiska bidrag. Samtidigt ökas förståelsen kring hur ledning med tillit kan te sig och faller således ut i ett praktiskt bidrag. Härmed är du nu inbjuden att tillsammans med oss nyfiket röra oss på en alternativ väg, att managera i modern tid. / Today it can be observed that trust seems to be trendy. On the other hand, to lead with trust seems more easier in theory than it is in practice. A wonder is thereby awakened about how one can get the trust-based leadership to stick and not drain off like a teflon-covered surface?  We imagine it like a two-component adhesive, where the trust-based leadership is seen as a base which needs to be supplemented with a hardener in order to be able to stick among today's managers and organizations. In this study it is examined if design thinking can function as the hardener, due to it being a concept which enables change and bridges theory with practice. In addition, looking at trust-based leadership as the base, it consists of a strive that partly is about fulfillment and integration of a culture mirrored by trust where co-creation enables innovation. The aim with the integration of design thinking as a hardener, is to see if an interdiscursive blend can fall out in a sticky two-component adhesive.  This new interdiscursive blend can be seen as a creation of a functional glue which thereby constitutes this study's theoretical contribution. Meanwhile the understanding about how to lead with trust can be formed, which falls out in the study’s practical contribution. Hereby you are now invited together with us to curiously move on an alternative way, to manage in modern time.