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Academic literature on the topic 'AN ORGANIZATION'S ROLE'

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Published: 11 September 2023

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Journal articles on the topic "AN ORGANIZATION'S ROLE"

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Yazici, Hulya Julie. "The Role of Project Management Maturity and Organizational Culture in Perceived Performance." Project Management Journal 40, no. 3 (September 2009): 14–33. http://dx.doi.org/10.1002/pmj.20121.

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This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey-based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results-oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project-based organizations.
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Otra-Aho, Ville Juhani, Jon Iden, and Jukka Hallikas. "The Impact of the Project Management Office Roles to Organizational Value Contribution." International Journal of Information Technology Project Management 10, no. 4 (October 2019): 79–99. http://dx.doi.org/10.4018/ijitpm.2019100103.

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Many project-oriented organizations have implemented a project coordination mechanism, such as a project management office (PMO), to align projects with the organization's strategy, to ensure the success of projects, and to create value for the organization from projects. While organizations continue establishing PMOs, these PMOs are struggling to create sufficient value for organizations. The results reveal a significant impact on the PMO environment and interaction of the roles on PMO value contributions. The findings confirm that PMOs have an essential organizational role creating a fit between organization assets.
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Sajedah Norozpour, Mehdi Safaei,. "Foreigner identification number in Turkey: challenges, threats, opportunities and its role in organizational sustainability development." Psychology and Education Journal 58, no. 1 (January 1, 2021): 3109–20. http://dx.doi.org/10.17762/pae.v58i1.1214.

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Employee performance within the organization reflects their knowledge, skills, and values. To this end, identifying the factors, affecting the performance of employees is one of the goals of human-resource improvement in management. The effective role of motivating and reinforcing the sense of worth in an organization's personnel, in improving their efficiency, effectiveness, and productivity as well as enhancing their mental health, are factors that cannot be ignored easily. This is particularly evident in organizations where the workforce is more involved in research activities. One of the key factors is a research organization's sense of responsibility for the organizational problems of its valuable personnel. This research examines the performance diagnosing of the organizational process in Turkish universities and then identifies challenges, threats and opportunities. Finally, suggestions have been made to achieve sustainable organizational development. After identifying and examining the influencing factors, the Weisbord model is examined to evaluate the Performance Diagnosis process of issuing a work permit for foreign professors at a Turkish university. As a result of this study, researchers have made suggestions for university administrators to improve organization and staff performance.
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Al Mansoob, Mohammed N., Ahmed Al Qubati, and Dian Ekowati. "The Role of Organizational Culture in Promoting Sustainability Practices in Educational Organizations." RSF Conference Series: Business, Management and Social Sciences 3, no. 3 (September 5, 2023): 46–52. http://dx.doi.org/10.31098/bmss.v3i3.690.

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This review paper investigates the relationship between organizational culture and sustainability practices at educational organizations by examining the impacts of communication, innovation, motivation, involvement, and empowerment on sustainability practices. Results reveal that organizational culture significantly influences sustainability practices, with communication, innovation, motivation, involvement, and empowerment being critical factors. In contemporary times, there is an increasing expectation for organizations to enhance their economic, social, environmental, and technological performances, as well as to make meaningful contributions to both local and global communities. Moreover, a positive correlation emerges between organizational culture implementation and sustainability accomplishment. Organizations face expectations to enhance performance while contributing to communities. Experts agree that organizations seeking sustainability must evaluate and transform fundamental values and beliefs while fostering a consistent, shared culture. However, empirical research on the features of such a culture and its contribution to sustainability integration is limited. This review paper underscores robust and integrative sustainability practices and their connection to an organization's culture, serving as a basis for future research.
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Kearney, Claudine, Robert D. Hisrich, and Bostjan Antoncic. "THE MEDIATING ROLE OF CORPORATE ENTREPRENEURSHIP FOR EXTERNAL ENVIRONMENT EFFECTS ON PERFORMANCE." Journal of Business Economics and Management 14, Supplement_1 (December 24, 2013): S328—S357. http://dx.doi.org/10.3846/16111699.2012.720592.

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A model is proposed that tests the antecedents and the mediating effect of corporate entrepreneurship on the external environment-performance relationship within private and public sector organizations. Hypotheses were tested using data from a sample of chief executive officers in 51 private sector organizations in the United States, 141 private sector organizations in Slovenia and 134 public sector state and semi-state enterprises in Ireland. Data was analyzed using hierarchical regression analysis. The results show that dynamism and munificence effects on performance are mediated by an organization's corporate entrepreneurship in the private sector and munificence effects on performance are mediated by an organization's renewal in the public sector and that renewal must be in place to maximize the effect of munificence on performance. The results support a model that incorporates an extensive and diverse literature into a single model and helps illuminate similarities and differences of corporate entrepreneurship between the private sector and the public sector. The study shows that an integrative model and the interplay among the constructs yields new insights unavailable to single and focused approaches. It offers new insights about corporate entrepreneurship, not only as a discrete pursuit, but also as a construct that shapes and extends organizational performance.
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Song, JiHyeon. "A study on the relationship between the board of directors and fundraising performance of nonprofit organizations: Focusing on composition and roles of the board of directors." Center for Social Welfare Research Yonsei University 76 (March 30, 2023): 93–124. http://dx.doi.org/10.17997/swry.76.1.4.

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This study attempted to explore the size, composition, roles, and level of participation of the board of directors for nonprofit organizations in Korea, and to examine the relationship between these factors and the fundraising performance of nonprofit organizations. For the examination, this study employed 272 nonprofit organizations with a board from Giving Korea 2019 by the Beautiful Foundation which include information regarding organizational operating status. As a result of analysis, most nonprofit organizations had experts as board members, and the proportion of representatives of volunteers and beneficiaries was the lowest. In addition, among the roles of the board, the level of participation of establishing organizational strategies role was the highest, while, the level of participation of fundraising and giving activities role was the lowest. As a result of the regression analysis, the size of the board, the presence of beneficiary representatives, role of establishing organizational strategies, and role of fundraising and giving activities had a significant relationship with the annual fundraising amount of nonprofit organizations. This study contributed to expanding a comprehensive understanding of the board of directors, which plays a key role in operation and performance of nonprofit organizations. Moreover, by empirically discussing the relevance to the organization's fundraising performance, this study contributed to providing enlarged theoretical and practical understanding of the board of directors and fundrasing performance of nonprofit organization.
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Norman, Efrita, Arman Paramansyah, and M. Syarwani Abdan. "The Role of Organizational Culture in the Effectiveness of School Organizations." Da'watuna: Journal of Communication and Islamic Broadcasting 2, no. 3 (August 17, 2022): 254–69. http://dx.doi.org/10.47467/dawatuna.v2i3.2059.

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Organizational culture in the education system in Indonesia needs to be realized. It is intended that the next generation of the nation, especially students, grow into a generation that is smart and has the character of a leader's soul who is ready to face the challenges of life in the future. The problems above require schools to develop a school culture, such as: a culture of discipline, a sense of responsibility, honesty, sincerity, learning ethos, the habit of solving problems rationally and so on. Related to school policy means dealing with the use of resources to the results obtained. Effectiveness is the utilization of resources, funds, facilities and infrastructure in a certain amount that is consciously determined beforehand to produce a number of goods of a certain quality on time. Organizational Strategy and Organizational Culture have a complementary and reciprocal relationship in the organization's efforts to achieve its goals. Organizational culture greatly influences the organization's strategy formulation process, from strategy formulation to strategy implementation. The research method that the author takes is a literature review or literature study; which contains theories relevant to research problems. Literature review or literature study is an activity that is required in research, especially academic research whose main purpose is to develop theoretical aspects as well as aspects of practical benefits. So that by using this research method the author can easily solve the problem to be studied. The data collection method in this study was taken from data sources, which were taken from the literature of national journals. The results of the study with four literatures as references show that organizational culture plays an important role in increasing the effectiveness of school organizations and the need for organizational culture to achieve an effective school organization Keywords: Organizational Culture, Organizational Effectiveness, School Organizational Effectiveness
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Nowak, Radoslaw. "Does employee understanding of strategic objectives matter? Effects on culture and performance." Journal of Strategy and Management 13, no. 4 (June 25, 2020): 477–93. http://dx.doi.org/10.1108/jsma-02-2020-0027.

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PurposeThe purpose of this paper is to investigate whether employees' understanding of their organization's strategic objectives could be used by business organizations to develop a desired type of organizational culture that will improve business performance.Design/methodology/approachStructural equation modeling (SEM) was conducted on the data collected in 2018 from professionals working in the healthcare industry in the USA.FindingsSEM revealed the positive effect of employee understanding of their organization's strategic objectives on the development of a serving culture, and the mediating effect of serving culture on the relationship between employee understanding of strategic objectives and performance.Research limitations/implicationsThis study emphasizes that having a well-defined mission and strategic goals may not be sufficient. Business organizations must also ensure that all employees clearly understand the meaning of such objectives. Employee understanding can become instrumental, as it could allow business organizations to develop a desired type of organizational culture that will support the implementation of the firm's strategic objectives.Originality/valueThe study is a valuable addition to past research. First, it advances the literature on strategy by exploring the critical role of employee understanding of their organization's strategic objectives in the context of culture and performance. Thus, it allows scholars to better explain how business organizations could more effectively utilize their process of strategic planning. In the domain of organizational culture, the paper contributes by identifying a new antecedent of serving culture. Furthermore, the paper also contributes to the literature on service management by identifying a mechanism that service organizations could use to increase their performance.
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Yaniieva, Daria. "Application of tools for effective development of organizational culture in the digital economy." Ukrainian Journal of Applied Economics and Technology 8, no. 2 (March 20, 2023): 160–64. http://dx.doi.org/10.36887/2415-8453-2023-2-23.

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The emergence of the Internet, the generation of millennials, and the publicity of everyday life in social networks have played a role in changes in organizational culture. The world became a single information space, and business followed the same path. Organizational culture has now become one of the critical pillars of the transformation program of most companies. This is because many organizations have realized that to reach the next level of growth, beyond simply focusing on results, they need to develop influential and courageous leaders supported by a culture that aligns with strategic goals. Organizational culture is an integrated complex of worldview axioms, values, and signs shared by most of the organization's employees, interconnected and hierarchically structured. Each organization identifies itself in the external environment and understands itself and all the events only in the form of ideas of the people who make up this organization. Organizational culture determines practically the entire life of the organization: what motivates people to work, opportunities for corporate development, how the organization is perceived in the external environment, and much more. That is, organizational culture is one of the key factors influencing the effectiveness of the organization's functioning and development. Managing the company's corporate culture is especially relevant in today's unstable, dynamic conditions. Often, organizations must solve problems and tasks related to adaptation to the environment, in fact - the problem of survival, and in this connection, there is a need to mobilize all the resources available in the organization, naturally primarily human. It is only possible to do this with a properly built organizational culture that would meet the organization's and the market's needs. Conversely, a corporate culture that does not correspond to the organization's goals and processes can seriously hinder its development. Organizations must define digital priorities, transform organizational culture using information and communication technologies, and improve the personnel management system. Keywords: tools, technologies, culture, organization, employees.
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Michalopoulos, Nikos, and Alexandros G. Psychogios. "Knowledge Management and Public Organizations: How Well Does the Model Apply to Greece?" Chinese Public Administration Review 2, no. 1-2 (March 2003): 64–80. http://dx.doi.org/10.22140/cpar.v2i1.2.41.

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Abstract: This paper seeks to shed some light on the field of organizational learning in public organizations. More specifically, the purpose of this paper is to investigate the role of the middle manager in organizations operating in the Greek public domain. Our main finding is that middle managers are, in fact, far from fulfilling the role of knowledge engineers in Greek public organizations, succumbing to old style operational duties. Middle managers are merely conduits, translating plans into action, monitoring and controlling activities to keep things on track. In other words, their role in public management is completely internal, because they have lived their lives within the functional corridors of an organization's hierarchy.
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Dissertations / Theses on the topic "AN ORGANIZATION'S ROLE"

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SINGH, GAYATRI. "EFFECTIVENESS AND ASSESSMENT OF TRAINING AND DEVELOPMENT AT HIGH BEAN GLOBAL." Thesis, DELHI TECHNOLOGICAL UNIVERSITY, 2021. http://dspace.dtu.ac.in:8080/jspui/handle/repository/18499.

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As and environment is changing day to day, it is important for all the organization to progress in the same direction with its manpower to sustain and succeed.” “An organization’s role in improving an employee’s performance and” their carrier is fulfilled through proper training programs.” “For apt trainings, which are to be provided to employees, proper training needs must be identified so that” training proves to be fruitful and purposeful.” TNI (Training need identification) system of the organization takes care of such aspects.” In my research project I have discussed about the TNI system as carried out at Smart Utility System.” “This report evaluates the effectiveness of TNI system of the Organization carried out for the employees.” First section of the project deals with the detailed organization’s profile including the information about the company- mission, Vision, Corporate philosophy, competitors. Objectives and the scope of the study is also covered in this section.” Second section gives an overview of the TNI system and analysis of the effectiveness.” This section contains the brief conceptional explanation to the system. It contains the definition, process, TNI process followed by the organization.” Final section includes the conclusion drawn from the research and recommendations make to improve upon the system.
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Gesualdi, Maxine. "Extending Organizational Role Theory to Understand Shared Resources and Role Encroachment in Organizations." Diss., Temple University Libraries, 2017. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/459103.

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Media & Communication
Ph.D.
This dissertation follows in the tradition of role theory and organizational scholarship by examining how one role can be taken over by another, which can be referred to as encroachment. Previous organizational role research has not explored fully encroachment and its effects. Therefore, this study investigated factors that lead to role encroachment, especially the sharing of internal resources, and how individuals cope with the effects of encroachment. To conduct the study, focus groups of marketing and public relations departments were analyzed to explain how roles are enacted within their practical context. The goals of this dissertation were to (a) investigate how shared resources affect role boundaries and role enactment that can lead to encroachment, (b) explain the concept of encroachment and how it affects role enactment, and (c) investigate the conflict between public relations and marketing that can lead to encroachment in the age of social media. The study found themes related to: (a) definitions of encroachment, (b) factors facilitating encroachment, (c) factors affecting the intensity of encroachment, (d) shared resources and their effects on encroachment, (e) implications of encroachment to the individual, department, and organization, and (f) ways people deal with encroachment. First, encroachment was defined in three ways: the overtaking of tasks, or receiving unwanted strategic guidance, or interference of organizational processes. Second, the study found that role ambiguity and the communication of and adherence to cultural norms invite or prevent encroachment. Third, role ambiguity and organizational culture were found to be the dominant factors that affect the intensity of encroachment. Fourth, the study found that tangible macro resources, like organizational culture and structure, and practical resources, such as information and skill sets, facilitate encroachment. Fifth, findings indicated that implications of encroachment include stress, frustration, and confusion at the individual level; an us versus them mentality and role conflict at the departmental level; and broken relationships with external partners, lack of organizational nimbleness, and wasted time and money at the organizational level. Lastly, the study found that people deal with encroachment by providing and receiving emotional and informational social support, and by accumulating and spending social capital through relationship building within the organization. Theoretical implications of this research indicate that role conflict, role ambiguity, and boundary spanning role theory relate to encroachment. In addition, previous theory focused on external resource use by organizations can be expanded to evaluate the internal use of resources. Theory from interpersonal communication, such as social exchange theory, social support, and social capital, relate to how people facing encroachment cope with their roles being infringed upon. Practical implications of this dissertation include recommendations for organizations including increased communication of role boundaries and evaluations of restrictive cultural norms. The findings from this study provide an understanding of encroachment and indicate directions for further development of theory about encroachment and role enactment.
Temple University--Theses
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Hong, Hae-Jung. "Multiculturals in organizations : Their roles for organizational effectiveness." Thesis, Cergy-Pontoise, Ecole supérieure des sciences économiques et commerciales, 2012. http://www.theses.fr/2012ESEC0005/document.

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Cette thèse explore le rôle de multiculturels dans les multinationales. Les multiculturels sont connus pour leur compétence et leur potentiel culturels susceptibles de contribuer à l’efficacité d’une organisation. Peu d’études à ce jour ont examiné les multiculturels dans les multinationales et pratiquement aucune recherche n’a essayé de comprendre le rôle des multiculturels dans la facilitation d’un processus de travail d’équipe efficace. En vue d’étudier un phénomène qui n’a pas été suffisamment scruté, cette dissertation a mobilisé un travail de terrain ethnographique dans deux multinationales importantes sur une période de 10 mois. Elle étudie les rôles de multiculturels dans des équipes mondiales en se référant à trois contextes : (1) la compétence multiculturelle et son impact sur l’efficacité de l’équipe ; (2) comment les multiculturels influencent les processus de travail d’équipe ; (3) en quoi et comment des facteurs liés au contexte affectent l’aptitude des multiculturels à jouer des rôles
This dissertation explores multiculturals in global corporations. To date, limited research helps us understand the role of multicultural individuals in facilitating the effective functioning of global teams. To investigate this under-examined phenomenon, this dissertation presents the first empirical study of the roles of multiculturals in organizations by facilitating 10-month ethnographic field work in two MNCs: a leading cosmetic MNC and an auditing and consulting MNC. This dissertation comprises three papers. The first paper develops the theoretical model of bicultural competence and its impact on multicultural team effectiveness. I define bicultural competence, determine its antecedents, and identify two roles that bi/multiculturals might play in promoting multicultural team effectiveness: boundary spanner and conflict mediator. The second paper examines multiculturals’ cultural brokerage role for team work processes in global new product development teams: how multiculturals influence teams’ knowledge processes and handle cross-cultural conflicts (not only collocated but also virtual between corporate headquarters and local subsidiaries). Multiculturals play a critical role that influence knowledge processes and cross-cultural conflict management within global teams where cultural and national heterogeneity seems more complicated than organizational researchers have recognized to date. The third paper investigates boundary conditions and how they impact multiculturals to enact their roles. I compare and contrast multiculturals in two MNCs in different industries. In particular, I identify boundary conditions that have impact on multiculturals in three levels of analysis: organizational; team; individual. Furthermore, I propose what factors challenge or enable multiculturals and accordingly, how multiculturals overcome challenges and use given opportunities in order to perform effectively or yield such challenges in organizations
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Wapner, Stephanie. "Organizational Identification and Alumni Giving: The Role of External Student Organizations." The Ohio State University, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=osu1500587887267762.

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Christie, Anne M. H. "An Examination of the Role of Emotions in Trust and Control." Thesis, Griffith University, 2012. http://hdl.handle.net/10072/366921.

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Since the 1980s, new forms of organising have developed which address the needs of organisations to make adaptive changes to their structures and processes and to rapidly respond to customer and market demands. Where previously the dominant form of organisation in western countries was bureaucracy, it is now being replaced by more organic forms of organisation (McSweeney, 2006). Where bureaucratic organisations have clear boundaries and control structures, standard operating procedures, and hierarchical chains of command, the post-bureaucratic organisation is characterised by normative forms of control that are sustained by socialisation and teamwork (Styhre, 2008). One prominent characteristic of these new structures is trust. Although trust has always been required in organisations, the object of trust has moved from organisation and systems trust to trust in individuals (Lowe & Locke, 2008). Similarly, control has moved from hierarchical and structural forms to trust-based control (Maravelias, 2003). While forms of organising and control are being reconsidered in the workplace, the role of emotions in organisational life is also a growing area of investigation (Ashkanasy, Härtel, & Zerbe, 2000). Emotions are integral to the relationship between control and trust, given that trust has both cognitive and emotional dimensions (Lewis & Weigert, 1985).
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Nacht, Joshua G. "The role of the family champion." Thesis, Saybrook University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3712740.

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This qualitative research study explored the characteristics, emergence, and engagement of people who occupy the role of the family champion in family-enterprise systems. The family champion is a next-generation leader who emerges from within the ownership group of a family-enterprise system and who works to develop the ownership, governance, and relational capabilities of the family-owners to support their goals of success. This study investigated the interdependent exchanges between individual family champions, the family-ownership group, and their family-enterprise systems. Much of the existing research on leadership within family-enterprises has focused on leadership for the business entity. This study focused specifically on leadership within the family-ownership group. Ownership of an enterprise by a family has long been cited as a strategic asset. A need exists for further understanding of the role and function of leadership within the family-owners.

This study explored the characteristics, emergence, and engagement of 14 primary family champions through semi-structured qualitative interviews. An additional eight supporting interviews were conducted with another family member who was familiar with the primary interviewee to provide a complimentary perspective. The research was discovery based and designed to explore the experiences of family champions. The extensive interviews were transcribed and analyzed utilizing grounded theory principles with the assistance of NVivo 10 qualitative analysis software.

This research revealed a rich interaction between the context of family-enterprise systems, the characteristics of family champions, and systemic shift points that created the awareness of the need for leadership. The family champions worked to develop the family-ownership group through a cycle of engagement, to produce an advanced family-enterprise system. Four main themes linked to issues in family-enterprises emerged: The systemic context of family-enterprises, the process of leadership emergence, how family champions operate as catalysts for change, and governance of both family and enterprise. The family champion is a visionary catalyst who brings new energy into the family system to support and develop the family-ownership advantage. This research makes a contribution to our understanding of the vital role of leadership within family-enterprises, and has significance for individual leaders, families who own a business, and professionals who work with these systems.

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Boockoff, Shawn. "The Relationship Between Leader-Member Exchange and Organizational Citizenship Behavior in a Federal Government Organization." Thesis, NSUWorks, 2016. https://nsuworks.nova.edu/fse_etd/87.

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This applied dissertation was a study of the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB) in a federal government organization in Washington, DC. As a result of the organization’s business and leadership challenges, understanding the relationship between a leader and a follower and extra-role behaviors may help to understand how high-quality relationships are developed with staff members that are productive and motivate staff to extend their efforts beyond normal expectations. Productive high-quality relationships demonstrate loyalty, consideration, and affect towards the organization and its leaders. Understanding the relationship between LMX and OCB in a federal government organization may help to produce greater awareness of the factors that lead to high-quality leader-member relationships. Knowing the characteristics of high-quality relationships may promote extra-role behaviors enabling increased job satisfaction and greater results. Federal organizations find that many employees have low job satisfaction. In addition, only 38% of federal workers believe leaders generate high levels of commitment. The researcher employed an explanatory sequential mixed-methods design that included surveys and interviews. The sample study was composed of 50 paired dyads from 433 employees of the target federal agency selected using convenience sampling. Survey instruments were used for demographics, LMX, and OCB to gather data. The results from the LMX and OCB instruments were used to formulate interview questions for a select group from the core sample represented by the top and bottom 5% of raw survey score totals. The targeted federal organization should benefit from this study. The results showed how differences in the quality of the relationship between a leader and a follower related to OCB, or extra-role behaviors and led to recommendations on leader-subordinate relationships.
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Byers, Lori A. (Lori Ann). "Androgyny and Managerial Effectiveness in a Total Quality Management Organization." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc277980/.

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The majority of studies concerning psychological sex and management style have indicated that people consider the masculine style of managing to be the most popular. However, such studies are out of date and/or were usually measuring the perceptions of surveyed college students. Few studies have focused on successful managers in successful organizations. A modified version of the Bern Sex Role Inventory was distributed to 52 managers in a Total Quality Management organization. This study hypothesized that successful managers would be androgynous managers. The results of the study indicated that successful managers are androgynous managers, and that there is no significant difference in the number of female and male androgynous managers.
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Peplow, Amber Leigh. "Creating change in the SEIU and the AFL-CIO: The role of identity." Diss., Texas A&M University, 2003. http://hdl.handle.net/1969.1/2263.

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The SEIU and the AFL-CIO utilized similar rhetorical strategies in creating identification to further change within their organizations. Despite similar rhetorical strategies, the change efforts differ substantially in terms of success. This dissertation argues that the audience, culture and organizational structure influence the success of the change effort. The dissertation provides implications for rhetorical communication in labor unions.
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Villeneuve, Kim. "The Role of Transactive Memory Systems of Board Groups Engaged in CEO Succession Planning." Thesis, The George Washington University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3601420.

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The purpose of this qualitative, basic interpretive study (Merriam, 2009) was to improve understanding of the role of transactive memory systems (TMS) in board groups as a way of leveraging their knowledge in the context of the chief executive officer (CEO) succession planning process. Sixteen participants were recruited who had served on a board of a $500 million-plus public company and had been involved in a CEO succession planning process within 5 years of the study. Within the participant group, a subset of six had all worked together, over the same time period, on the same CEO succession planning process from beginning to end. Data were collected through semi-structured interviews and participant follow-up.

The study findings confirmed a relationship between structures and processes of TMS and CEO succession planning in the context of board groups. The data supported the presence of some but not all of the characteristics of TMS presented in Ren and Argote's (2011) metaanalysis and categorization of antecedents, components, and consequences of TMS. Specifically, TMS antecedents present in board groups included team-level inputs of task interdependence, goal interdependence, team familiarity, shared experiences, and communication. Specific dimensions of TMS components present within board groups included team knowledge stock and knowledge of who knows what. Three TMS behavioral indicators were present: knowledge specialization, task credibility, and task coordination to support knowledge sharing and updating. Finally, key dimensions of TMS consequences included team performance behaviors of team learning, creativity, and reflexivity.

Five conclusions were drawn from the study. (1) The TMS dimension of reliance on others' specialization serves to meet the challenges of bounded rationality in board groups. (2) High familiarity can enhance trust, but if overemphasized negatively affects the reliability of specialized expertise. (3) Personal respect and trust in the expertise of others affects receptivity to defer to others' specialized expertise. (4) A director's publicly known resume is the primary determinant of specialization. (5) Board structures (the knowledge stock of the group) and processes (transactive processes of encoding, storing, and accessing knowledge) facilitate the continual refinement of member-expertise associations and conscious development of knowledge sharing.

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Books on the topic "AN ORGANIZATION'S ROLE"

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Ayres, Richard M. Preventing law enforcement stress: The organization's role. Alexandria, Va. (1450 Duke St., Alexandria 22314): National Sheriffs' Association, 1990.

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L, Cooper Cary, ed. The fulfilling workplace: The organization's role in achieving individual and organizational health. Burlington, VT: Gower, 2012.

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1965-, Beatty Katherine Colarelli, ed. Becoming a strategic leader: Your role in your organization's enduring success. San Francisco, Calif: Jossey-Bass, 2005.

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Axelrod, Nancy R. Chief executive succession planning: The board's role in securing your organization's future. Washington, DC: BoardSource, 2002.

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Kandathil, George. From behavioral compliance to value internalization: The critical role of the match between employee's pre socialization habitual behavior and organization's expected employee behaviour. Ahmedabad: Indian Institute of Management, 2015.

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1953-, Yonekura Seiichirō, and Lynskey Michael J, eds. Entrepreneurship and organization: The role of the entrepreneur in organizational innovation. Oxford: Oxford University Press, 2002.

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Asgar, Jack. The organizational role of supervisors. Calabasas, CA: Practical Management, 1989.

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Chernysheva, Yuliya. Analysis and diagnostics of financial-economic activity of enterprise(organization). ru: INFRA-M Academic Publishing LLC., 2017. http://dx.doi.org/10.12737/24681.

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The textbook contains the main elements of the methodology for diagnostics and analysis of financial and economic activities of the organization. The chapters of the textbook consider the role, significance, types, methods of analysis of financial and economic activities of the organization, its mathematical tools, the history and new directions of analysis of the organization's activities in Russian and foreign analytical practice, as well as methods for analyzing the volume of production, sales and cost of production, the analysis of security and use of material and labor resources, fixed assets, analysis of financial results and financial condition of the organization. Meets the requirements of the Federal state educational standard of higher education of the latest generation. For University students in the field of training 38.03.01 " Economics "and other areas, studying the disciplines" Analysis and diagnostics of financial and economic activities"," Complex economic analysis", as well as students in the system of retraining.
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1956-, Alvesson Mats, ed. Gender, managers, and organizations. Berlin: W. de Gruyter, 1994.

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1946-, Robertson Ivan, Callinan Militza, and Bartram Dave 1948-, eds. Organizational effectiveness: The role of psychology. Chichester: Wiley, 2002.

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Book chapters on the topic "AN ORGANIZATION'S ROLE"

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McNamire, Laura. "Self-Regulatory Organization's Role in Promoting Ethical Behavior in Industry." In Routledge Handbook of Risk Management and the Law, 216–24. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781351107242-19.

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Drubel, Julia. "The International Labour Organization's Role to Ensure Decent Work in a Globalized Economy." In The Routledge Handbook on Responsibility in International Relations, 301–17. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429266317-22.

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Laureani, Alessandro, and Jiju Antony. "The Role of the Organization's Leader." In Leading Lean Six Sigma, 33–54. Emerald Publishing Limited, 2021. http://dx.doi.org/10.1108/978-1-80071-064-120211003.

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Kumar, Manoj. "The Role and Importance of Culture in Organization." In Advances in Human Resources Management and Organizational Development, 1–24. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-2480-9.ch001.

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First a traditional neo-classical model of decision making is broadened by introducing agents who interact in an organization. The resulting computational model is analyzed using virtual experiments to consider how different organizational structures (different network topologies) affect the evolutionary path of an organization's corporate culture. These computational experiments establish testable hypotheses concerning structure, culture, and performance, and those hypotheses are tested empirically using data from an international sample of firms. In addition to learning something about organizational structure and innovation, the paper demonstrates how computational models can be used to frame empirical investigations and facilitate the interpretation of results in a traditional fashion.
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Kankaew, Kannapat, and Pongsapak Treruttanaset. "The Organization Culture Affecting Job Performance of Newly Hired Employees." In Corporate Leadership and Its Role in Shaping Organizational Culture and Performance, 129–55. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-5225-8266-3.ch007.

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The newly hired staff who can adapt well with an organization's culture could perform effectively and maintain better socialization in the workplace. This would result in happy working life and leads to organizational success. The aims of this study were to (1) investigate the organizational culture of newly-hired customs officers hold with them at work and (2) examine the job performance of newly-hired customs officers and the interrelationship between customs' organizational culture and performance. A mixed method was administered in this study. The correlation and multiple regression analyses were applied. The results showed that the majority of newly-hired customs officers hold four main cultures ranked from the highest including social safety, facilitation, technology adaptation, and investigation suppression. The recommendation is to cultivate the importance of continuous learning into newly hired officers. Leaders should socialize them by face-to-face communication particularly two-way communication. The organization's culture model was proposed to the Customs Bureau.
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Saraceno, Benedetto. "The World Health Organization's role in suicide prevention." In Oxford Textbook of Suicidology and Suicide Prevention, 724–26. Oxford University Press, 2009. http://dx.doi.org/10.1093/med/9780198570059.003.0096.

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Blomme, Robert J. "Self-Organization as a Perspective for Organizational Learning." In Knowledge Management for Competitive Advantage During Economic Crisis, 56–68. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-6457-9.ch004.

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This chapter introduces the perspective of self-organization for organizational learning. Using the perspective of organizations as actor networks in which common activities are established through the connected behaviour of individual actors, it argues that organizational learning entails altered and different behaviour on the part of actors, leading to alterations in the ways in which individual behaviour is interconnected. Organizational learning is fuelled by ambiguity perceived by the organization's actors who try to make “sense” of their surroundings, when they observe it, grapple with it, grasp it, and manipulate it. In this chapter, the author elaborates on the implications of this perspective for organizational learning and the learning practitioner in the role of leader.
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Jabłoński, Adam. "Robustness in the Business Models of the Organizations Embedded in the Circular Economy." In Advances in Finance, Accounting, and Economics, 19–53. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-5225-7850-5.ch002.

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The dynamics of ongoing market changes require a new look at business management mechanisms. Often the key element of the organization's operation is to ensure business continuity, which is not easy. This requires strong embeddedness in the decision-making processes resulting from the properly built business model of the organization. A business model becomes a crucial determinant of the organizational success today. The aim of the chapter is to present the place and role of robustness in shaping the business models of organizations embedded in the circular economy. The scope of the chapter includes studies of listed companies that implement the principles of responsible business to ensure their robustness in the short and long term. In the chapter, the author poses a research question: Can the skillful use of the concept of business model robustness in circular economy companies guarantee the organization's ability to ensure business continuity and its high performance?
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Jabłoński, Adam. "Robustness in the Business Models of the Organizations Embedded in the Circular Economy." In Research Anthology on Business Continuity and Navigating Times of Crisis, 443–71. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-4503-7.ch023.

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The dynamics of ongoing market changes require a new look at business management mechanisms. Often the key element of the organization's operation is to ensure business continuity, which is not easy. This requires strong embeddedness in the decision-making processes resulting from the properly built business model of the organization. A business model becomes a crucial determinant of the organizational success today. The aim of the chapter is to present the place and role of robustness in shaping the business models of organizations embedded in the circular economy. The scope of the chapter includes studies of listed companies that implement the principles of responsible business to ensure their robustness in the short and long term. In the chapter, the author poses a research question: Can the skillful use of the concept of business model robustness in circular economy companies guarantee the organization's ability to ensure business continuity and its high performance?
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Vyas, Pallavi Ghanshyala, and Urmila Jagadeeswari Itam. "The Role of Social Media in Employee Knowledge Sharing." In Handbook of Research on Artificial Intelligence and Knowledge Management in Asia’s Digital Economy, 138–60. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-5849-5.ch009.

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Social networking sites like Facebook, Twitter, and LinkedIn have become incredibly popular today as they have billions of registered users who share millions of units of data with each other. Yet, only a miniscule part of it is recognized as leading to some form of organizational knowledge sharing and exchange, which is a critical component of every organization's success. Employees in organizations explore social media applications to disseminate their tacit knowledge. The present study is an attempt to investigate the role of social media networks in professional knowledge sharing and building the bridging social capital of employees. Data were collected from employees working in manufacturing units in India through an empirical research design. The study's major findings revealed that social media usage enhances employees' proficiency at work by enabling knowledge sharing. On the other hand, the data uncovered an important finding that social networking sites might not build employees' bridging social capital.
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Conference papers on the topic "AN ORGANIZATION'S ROLE"

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Paivinen, M. E. "The role of safety leadership in improving organization's safety." In EM). IEEE, 2010. http://dx.doi.org/10.1109/ieem.2010.5674178.

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Podverbnykh, Ol'ga Efimovna, and Оl'ga Ivanovna Koski. "THE ROLE OF STRATEGIC HUMAN RESOURCES GOVERNANCE IN IMPLEMENTING AN ORGANIZATION'S STRATEGY." In Управление человеческими ресурсами - основа развития инновационной экономики. Красноярск: Федеральное государственное бюджетное образовательное учреждение высшего образования "Сибирский государственный университет науки и технологий имени академика М.Ф. Решетнева", 2021. http://dx.doi.org/10.53374/9785864338810_112.

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Danilina, Elena Ivanovna. "CRITERIA FOR THE EFFECTIVENESS OF THE PERSONNEL MANAGEMENT SYSTEM." In VIII Международная научно-практическая конференция «Инновационные аспекты развития науки и техники». KDU, Moscow, 2021. http://dx.doi.org/10.31453/kdu.ru.978-5-7913-1176-4-2021-14-20.

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This article discusses the concept and role of criteria for the effectiveness of the personnel management system. The analysis of methods for studying the current state of the organization's personnel management system is also presented. The necessity of creating a model of criteria for the effectiveness of the personnel management system for a specific organization is justified.
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Alexandra, Toader. "COMPETENCY-BASED ASSESSMENT OF IT PROFESSIONALS AS A SOFTWARE ORGANIZATION TOOL." In eLSE 2015. Carol I National Defence University Publishing House, 2015. http://dx.doi.org/10.12753/2066-026x-15-181.

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Measuring the performance of the IT professionals is one of the most important factors in determining the success of a software organization. As a fact, several studies have been conducted in order to identify the best available solutions related to the assessment of competence in IT domain. The level of IT professionals' performance is still a debated subject despite the expansion of IT Romanian organizations and the factors that influenced its development. Extensive research has been carried out focusing on learning aspects that includes the competency-based assessment. In achieving learning based activities, the human factor is the most important in influencing the success of an IT organization. Based on existing ontology, a competency model was developed by grouping all the PM competencies into three influencing factors: methodical, personal-social and strategic-organizational. An online competency assessment tool was designed and it is going to be implemented in order to measure the professionals' performance in software organizations. The subjects of the study are going to be software developers, working in departments of IT Romanian companies. Their performance is going to be evaluated through the competency-based assessment tool. The competency assessment tool will highlight the opportunities to explore innovative methods in order to assess PM competencies. The tool is focusing in linking the knowledge, the skills, the abilities and the qualifications of the IT professionals. Its benefits are related both with the employees and with IT organization's objectives. For the employees, the assessment tool provides a feedback based on several recommendations that the responder has to achieve in order to be more competitive. For the organization, the tool will help it in achieving its goals. The current paper reveals the role of the competency-based assessment within software organizations as well as the importance of a valid and transparent assessment process, underlying its strengths and its limitations.
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Saleh, Sherin Mohammed, Ali Hussein Zolait, Mazen Mohammed Ali, and Esra Ahmed Wali. "Investigating the Role of Information System Quality and Managerial Competency on the Organization's Performance." In 2019 International Conference on Innovation and Intelligence for Informatics, Computing, and Technologies (3ICT). IEEE, 2019. http://dx.doi.org/10.1109/3ict.2019.8910283.

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Iacob, Constantin Ciprian, and Silvia Elena Iacob. "Communication, a Premise for Increasing the Organization's Performance." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/08.

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Communication has always been one of the most important tools through which people can interact with each other. Given that the way we interact with people has never been easy, it has evolved today with more languages, channels and different ways of communicating than before. Communication has a unique role, allowing the solution of certain operational, functional and relational problems, but also employee satisfaction. Recent changes have had an impact on organizations and have increased the importance of managing both internal and external communication. Thus, the communication system is also a system of actions, because the activity and the word are intertwined in negotiations, arguments, counseling, explanation of tasks, conflict resolution. Communication in the educational institution is a premise of the performance of instructive-educational processes, a factor that creates an optimal educational climate, a vector for building the reputation and image of the educational organization and a source of motivation for teachers.
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Kusumawardhani, Mayang, Jan-Viggo Johansen, and Tore Markeset. "Strategic Roadmap for Digitalized Asset Lifecycle Management." In Offshore Technology Conference. OTC, 2022. http://dx.doi.org/10.4043/31837-ms.

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Abstract The oil and gas industry is facing an increasingly complex world, characterized by the diffusion of digital emergence, sustainability awakening, and the seemingly continuous pandemic. To keep their competitive advantage, companies need to map their organizational strategy to prepare for what lies ahead. asset lifecycle management (ALM) is an integral part of oil and gas facilities and could not escape from this diffusion as well. Digital advancement in ALM has been proliferating for years as companies strive to catch up with current development while anticipating future requirements. The pandemic has massively accelerated the pace of digital advancement of the organization and changed the role of ALM in the organization and the way it's executed. Thus, this paper arises from the motivation to share knowledge in ALM digital efforts with companies of mutual background. In the paper, we will discuss the current drivers in asset management and how these drivers stir the transformation of asset integrity management (AIM) into ALM. The paper will also discuss how the holistic lifecycle approach and sustainability are retrofitted as part of the organization's transformation that is needed for long-term competitive advantage in the digital age. Finally, a fit-for-purpose roadmap for strategic ALM digitalization will be presented, along with the possibility for further research.
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Vayrynen, Karin, and Juha Aalto. "The Organization's Role in Global Virtual Team Leaders' Possibilities to Successfully Lead the Team across Its Lifecycle." In 2013 46th Hawaii International Conference on System Sciences (HICSS). IEEE, 2013. http://dx.doi.org/10.1109/hicss.2013.534.

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CHIȘ-MANOLACHE, Diana. "MENTORING - AN ORGANIZATIONAL NEED NOWADAYS." In SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE. Publishing House of "Henri Coanda" Air Force Academy, 2022. http://dx.doi.org/10.19062/2247-3173.2022.23.18.

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Today's organizations are different from those of two decades ago, and organizational needs have become increasingly complex. For this reason, organizational leaders play many different roles within organizations, such as the role of advisor and mentor. Really valuable leaders have usually been supported by mentors and have been mentors to other individuals. This has brought many benefits to both followers and leaders, but also to the organization as whole. The benefits of subordinates are many, from professional counseling to the existence of a role model. On the other hand, reverse mentoring brings to mind the benefits of mentoring relationships with subordinates.
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El-Haraki, Sanaa M. Refaat. "Role of Talent Management in Business Continuity." In Gas & Oil Technology Showcase and Conference. SPE, 2023. http://dx.doi.org/10.2118/214007-ms.

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Abstract Talent Management plays a crucial role to support the business continuity and empower the most important asset for the company – its people. The role that Talent Management has played was highlighted in different aspects across the organization, starting from developing competent HR team and HR department structure that can influence company culture by taking an active approach in this regard. The journey started by working with the executives and stakeholders across the business to evaluate the current company culture, assess potential gaps or opportunities, and create a strategic plan to align the organization's culture with its values and goals. Moreover, a deliberate building of core and supplementary HR systems serving the business strategy while respecting culture readiness has taken place. This started off with developing leadership development programs, conducting a competency management system for better training and skills development, relying on assessment tools in recruitment and using these tools in the on-boarding, knowledge sharing approach, creating a performance management culture and working on continuous development and improvement. The Leadership Development Program was achieved on 3 phases: Assessment phase, Development phase and re-assessment phase. One of the main objectives that we tried to focus on while implementing the leadership development program was to find employees who are potential leaders and nurture them early enough. In addition, it was crucial to identify a Leadership Competency Profile to have a clear, compelling vision of how the skills we were building in the leadership development program connect to the leadership road map in the company. In addition, and in the light of Covid-19 and the absence of Employee Training in 2020, the HR department came out with an initiative to carry out internal knowledge sharing workshops across the company. These workshops aimed at increasing employees’ awareness with the different functions across the company in addition to increasing the level of engagement, communication, and presentation skills for employees. There is always a need to measure where we are and the progress done so far to know where we want to be and adjust the process accordingly. Therefore throughout all of these processes and programs, different feedback surveys were conducted to take necessary action plans. This helped in getting all employees onboard with us. Ultimately the alignment that was made between the Talent Management and the overall company's business strategy resulted in the company's ability to maintain a competitive advantage. A huge progress was made but the process continues to sustain this role.
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Reports on the topic "AN ORGANIZATION'S ROLE"

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Findlay, Trevor. The Role of International Organizations in WMD Compliance and Enforcement: Autonomy, Agency, and Influence. The United Nations Institute for Disarmament Research, December 2020. http://dx.doi.org/10.37559/wmd/20/wmdce9.

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Major multilateral arms control and disarmament treaties dealing with weapons of mass destruction (WMD) often have mandated an international organization to monitor and verify State party compliance and to handle cases of non-compliance. There are marked differences in the mandates and technical capabilities of these bodies. Nonetheless, they often face the same operational and existential challenges. This report looks at the role of multilateral verification bodies, especially their secretariats, in dealing with compliance and enforcement, the extent to which they achieve “agency” and “influence” in doing so, and whether and how such capacities might be enhanced. In WMD organizations it is the governing bodies that make decisions about noncompliance and enforcement. The role of their secretariats is to manage the monitoring and verification systems, analyse the resulting data – and data from other permitted sources – and alert their governing bodies to suspicions of non-compliance. Secretariats are expected to be impartial, technically oriented and professional. It is when a serious allegation of non-compliance arises that their role becomes most sensitive politically and most vital. The credibility of Secretariats in these instances will depend on the agency and influence that they have accumulated. There are numerous ways in which an international secretariat can position itself for maximum agency and influence, essentially by making itself indispensable to member States and the broader international community. It can achieve this by engaging with multiple stakeholders, aiming for excellence in its human and technical resources, providing timely and sustainable implementation assistance, ensuring an appropriate organizational culture and, perhaps most of all, understanding that knowledge is power. The challenge for supporters of international verification organizations is to enhance those elements that give them agency and influence and minimize those that lead to inefficiencies, dysfunction and, most damaging of all, political interference in verification and compliance judgements.
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Scott, Frances K. Global Governance: The Role of States and International Organizations. Fort Belvoir, VA: Defense Technical Information Center, October 2003. http://dx.doi.org/10.21236/ada597738.

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Reinhold, Diane, Tracy Patterson, and Peter Hegel. Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2043.

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"Are you taking a closer look at “learning transfer”? Are you wondering how to make sure the lessons taught through your leadership training and development efforts stick weeks, months, or years later? As a professional interested in learning and development, you may be in a position to acknowledge and help overcome the challenges to learning in your organizations. You are likely in a position to influence supervisors and executives, as well as potential participants, in leadership development efforts. You may also have a role in creating and supporting a learning environment. With a better understanding of learning transfer, you can help your organization realize multiple benefits, including bigger impact from developmental experiences, more effective leaders, and a stronger organizational ability to learn and adapt. Read on to learn CCL’s perspective on and best practices for learning transfer for leadership development. We share a framework—and specific tactics—that we use in designing leadership development solutions. With this information, you can begin to help leaders and your organization overcome challenges to learning transfer—and earn greater benefit from leadership development investments."
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Sweatt, Susan G. The Role of Humanitarian Relief Organizations in National Security Strategy. Fort Belvoir, VA: Defense Technical Information Center, April 2001. http://dx.doi.org/10.21236/ada393687.

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Dominguez, Kathryn. The Role of International Organizations in the Bretton Woods System. Cambridge, MA: National Bureau of Economic Research, January 1992. http://dx.doi.org/10.3386/w3951.

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Williams, Teshanee, Jamie McCall, Maureen Berner, and Anita Brown-Graham. Strategic Capacity Building in Community Development Organizations Post COVID-19: A Multi-Dimensional Approach to Describing Social Capital. Carolina Small Business Development Fund, November 2020. http://dx.doi.org/10.46712/social-capital-covid19-recovery/.

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Much like the 2008 financial crisis, the aftermath of the COVID-19 pandemic will likely shape historically underserved communities for decades to come. Now, more than perhaps ever before, community development organizations (CDOs) will be central actors and foundational institutions for sustainable economic growth. Our data suggest social capital is important for CDO capacity across multiple dimensions. Given the central role CDOs will likely play in rebuilding local economies in the wake of the pandemic, we highlight how these organizations can use social capital to maintain and build political, resource, network, and organizational capacity.
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Broek, Emilie, Nicholas Olczak, and Lisa Dellmuth. The Involvement of Civil Society Organizations in Arctic Governance. Stockholm International Peace Research Institute, February 2023. http://dx.doi.org/10.55163/nkqm8574.

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The Arctic is faced with growing environmental and geopolitical challenges, which require international governance involving a range of actors. Existing research has a limited understanding of the role played by civil society organizations (CSOs) in the emerging governance of the region. This SIPRI Insights paper has reviewed the existing literature and used novel survey data to analyse the involvement of CSOs in terms of their roles and their beliefs in Arctic governance. It finds that CSOs monitor agreements and push for regional accountability, support the implementation of policies, engage in advocacy work, support information sharing and provide input during geopolitical crises. It also finds that CSOs have weak levels of belief in the legitimacy of Arctic governance institutions, or in the appropriateness and impact of their governance of the region. Based on these findings, the paper makes recommendations for the further involvement of CSOs in Arctic governance.
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Nicholson, Mike. The Role of Faith-Based Organizations in Immigrants’ Health and Entrepreneurship. Center for Migration Studies, August 2018. http://dx.doi.org/10.14240/cmsesy081018.

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Nolan, Parker Stephen. Network Theory: How Can Its Application Cultivate the Conditions to Support Young Creatives? Creative Generation, October 2021. http://dx.doi.org/10.51163/creative-gen004.

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As observers to the intersectional fields of culture, education, and social change, Creative Generation witnessed the chosen organizational structure of “networks” come into vogue – particularly as smaller, community-based organizations have begun to participate in larger-scale, collaborative initiatives. In almost all examples, the individuals and organizations involved do their collaborative work through a “network,” using any number of connections and patterns. This qualitative inquiry sought to understand how applying Network Theory to organizational structures can cultivate the conditions to support young creatives. Through literature and conducting interviews with leaders of diverse networks in the arts and cultural education fields, this project provides an overview of Network Theory and examines examples of various models. This report proposes the following set of provocations for the field to interrogate the use of Network Theory in their projects’ implementation: strong connections between the network and its participants, shared power among network leadership and participants, clear expectations about funding, and specific role for young creatives in decision-making.
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Mansfield, Layla. Organizational Calling and Safety: The Role of Workload and Supervisor Support. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.6118.

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