Dissertations / Theses on the topic 'Social organization'
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Li, Keqian. "On social event organization." Thesis, University of British Columbia, 2016. http://hdl.handle.net/2429/57862.
Full textScience, Faculty of
Computer Science, Department of
Graduate
Weinberg, Lisa Ellen. "Seeing through organization : the experience of social relations as constitutive /." Diss., This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-06062008-171002/.
Full textCampbell, Arthur (Arthur Donald). "Social networks in industrial organization." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/49714.
Full textIncludes bibliographical references (p. 141-145).
Chapter 1 studies the optimal strategies of a monopolist selling a good to consumers who engage in word of mouth communication. The monopolist uses the price it charges to influence both the proportion of the population that is willing to purchase the good and the pattern of communication that takes place within the social network. I find a number of results: (i) demand is more elastic in the presence of word of mouth; (ii) the monopolist reduces the price to induce additional word of mouth for regular goods, however for goods whose valuation is greater for well connected individuals the price may, in fact, be greater; (iii) the optimal pattern of diffusion involves introductory prices which vary up and down; and (iv) exclusive (high priced) products will optimally target advertising towards individuals with many friends whereas common (low priced) products will target individuals with fewer friends. Chapter 2 presents a model of friendship formation in a social network. During each period a new player enters the social network, this player searches for and forms friendships with the existing population and all individuals play a prisoner's dilemma game with each of their friends. The set of friendships a player forms reveals some information to a friend about how likely she is to subsequently cooperate. Cooperative types are able to separate themselves from uncooperative types by becoming friends with people who know one another.
(cont.) The threat of communication amongst people who know one another prevents an uncooperative type mimicking a cooperative type. Chapter 3 analyzes the effects of policies which support electricity generation from intermittent technologies (wind, solar). I find that intermittent generation is a substitute for baseload technologies but may be complementary or substitutable for peaking/intermediate technologies. I characterize the long run implications of this for carbon emissions.
by Arthur Campbell.
Ph.D.
Ončo, Martin. "Transforming Organization into Social Business." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-162520.
Full textKing, Ivis Renee. "Organization Sustainability Strategies among Small Nonprofit Organizations in Metropolitan Atlanta." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 2017. http://digitalcommons.auctr.edu/cauetds/87.
Full textReger, Joanne Eileen. "Social movement culture and organizational survival in the National Organization for Women /." The Ohio State University, 1997. http://rave.ohiolink.edu/etdc/view?acc_num=osu1333120128.
Full textPerley, Mary Jo. "Organizational culture and social power : an analysis of a health care organization /." The Ohio State University, 1986. http://rave.ohiolink.edu/etdc/view?acc_num=osu14872675469815.
Full textVanin, Paolo. "Industrial organization, trade and social capital." Doctoral thesis, Universitat Pompeu Fabra, 2007. http://hdl.handle.net/10803/7355.
Full textThis thesis applies game theoretic tools to the investigation of the dynamic effects of several forms of local interaction externalities. It consists of three chapters. The first, "Competition and Reputation", is devoted to study repeated interaction among oligopolits in markets with asymmetric information. The second, "Trade Policy and Industrial Structure", focuses on interaction among monopolistic competitors facing foreign competition, and on their learning externalities. The third, "Economic Growth and Social Development", investigates the patterns of private and social capital accumulation, arising from individual choices in an environment with social interaction externalities.
Sairin, Sjafri. "Javanese trah : kin-based social organization /." Yogyakarta : Gadjah Mada university press, 1992. http://catalogue.bnf.fr/ark:/12148/cb374310288.
Full textBibliogr. p. 92-96.
Schutz, Douglas Moore. "SEEKING AND SHARING KNOWLEDGE USING SOCIAL MEDIA IN AN ORGANIZATION: THE IMPACT OF SOCIAL INFLUENCE, ORGANIZATION STRUCTURE AND SOCIAL CAPITAL." Diss., Temple University Libraries, 2013. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/216602.
Full textPh.D.
The prolific use of social media tools such as blogs and wikis is leading several organizations to adopt these tools. However, success of social media depends on its use by employees to share and seek knowledge. Based on a unique data set obtained from a large multi-national corporation, I examined three different aspects of knowledge seeking and sharing. First, I investigated two-sided network externalities on seeking and sharing. My analysis shows that significant network externalities occur not only at the demand side, which has been the primary focus in prior literature, but also at the supply as well as cross-sides (from supply to demand as well as from demand to supply). Second, I also explored the impact of hierarchical and geographical distribution on knowledge seeking and sharing. My results show that how a firm is structurally organized can yield different influences on the use of corporate social media based on whether the employee is seeking or sharing. Finally, I investigated the impact of social capital. New insights are captured in how different dimensions of social capital influence employee use of corporate social media for seeking and sharing knowledge within the organization.
Temple University--Theses
Kloak, David G. "Strong Emotive Connectors| A Study of a Social Skill and Effective Team Performance." Thesis, Alliant International University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10267146.
Full textOrganizational success and outcomes rely on good teamwork. The study question asked if teams can be more successful with a greater number of socially skilled team members? Evolving research indicates composing teams based on intrinsic social skills, such as personality, values, and psychological roles may generate greater team outcomes than teams based solely on vocational roles, competencies, and cognitive ability. When teams are first formed, people connect instinctively and warm to other team members using their social skills. Only later do people appraise others for competencies and skills. This study examined whether the number of strong emotive connectors (SEC) can increase team outcomes. The study hypothesis tested whether teams with a greater number of high SECs, a socioemotional role construct, would increase their team task-completion rates (TTCR). Regression analysis showed the low and high SEC with an adjusted R2 = .52 correlation were both predictive of the TTCR. Additional analysis using 2 one-way ANOVAs for high and low SECs showed between-team (groups) and within teams (groups) results were statistically significant at the p = .00 level. The study found teams having 2 of 5 high SECs made a difference in team performance. Additional high SECs had no impact on team performance. An interesting study result found 2 of 5 low SECs had an adverse impact on team performance. Additional low SECs did not harm team performance. Ensuring at least 2 of 5 high SECs on teams can lessen gaps, diminish conflicts, and elevate team outcomes.
Vukic, Adele Ruth. "The social organization of outpost nursing work." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/mq24935.pdf.
Full textBeatty, Andrew W. "Exchange and social organization in Nias, Indonesia." Thesis, University of Oxford, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.303453.
Full textSutherland, Allan J. "The social organization of the Scottish fisheries." Thesis, University of Edinburgh, 1993. http://hdl.handle.net/1842/20228.
Full textJenkins, Antoinette Carter. "An Exploration of the Relationship Between a Black-Owned Radio Station's Organizational Culture and its Social Impact." Thesis, The George Washington University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3615212.
Full textThe purpose of this study was to explore the relationship between a Black-owned radio station's organizational culture and its social impact. Although these constructs have been researched in isolation, there are no known studies that have considered whether a relationship exists between the two constructs. Furthermore, there is no evidence that either construct has been studied within the context of a Black-owned business. Businesses owned by Black Americans represent an important and fast-growing segment in the American economy and, therefore, warrant further investigation in order to contribute diverse perspectives to research and theory building in organizational science.
The primary research question guiding this study was, "what is the relationship between a Black-owned radio station's organizational culture and its social impact?" Secondary research questions examined social impact in relation to specific elements of organizational culture and how listeners experience the radio station's social impact. The study was conducted using case study methodology. The site of this study was WHUR-FM (WHUR), the commercial radio station owned by Howard University. Interview participants included 10 purposefully selected Black Americans: 8 current and former employees and 2 listeners of WHUR. Other sources of evidence analyzed for the study included observations, documentation, archival records, and physical artifacts.
This study found evidence of a synergistic relationship between the organizational culture and social impact of WHUR. The findings were based on consistencies observed between the radio station's values-based organizational culture and its impact on internal and external communities.
Maupetit, Benjamin. "Redefining organizational boundaries : building an aware and agile organization by enabling new social interactions." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/52754.
Full textThis electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.
Includes bibliographical references (p. 117-125).
Today's world is characterized by great turbulence and uncertainty. Rapid and discontinuous changes in technologies, regulation, competition, and demand are increasingly becoming the rule. Information is rapidly rendered inaccurate or obsolete by new information, and strategic opportunities arise and disappear quickly. The complexity of the external environment, and the associated unpredictability, place a premium on fast decision making and organizational flexibility to adapt quickly. Policymakers as well as business decision makers are struggling to keep pace with these new challenges. As the scientific and mechanical view of the world is not appropriate for such complex environments, new methods are required. To this end, we explore emerging fields, such as complexity theory and complex adaptive systems, to offer new approaches to address the fundamental dilemma of flexibility versus efficiency. Furthermore, we argue that policymakers can learn from the private sector and leverage new management concepts to become more effective. A key lesson is that organizations need to tap the passion and spirit of their employees. Clearly, technology will play a central role in redefining decision and policy making. We discuss how new web based social technologies will revolutionize organizations and enable new ways to channel collective intelligence of its employees. Such technologies have virtually eliminated transaction costs and made group forming easy and costless. We propose a framework to leverage the power of new social technologies.
(cont.) We argue that organizations need to redefine their boundaries and make them more permeable. This will enable more interactions with the external environment which will provide the required background information, especially early warning signs, to let the appropriate changes emerge inside an organization based on loosely connected elements. By sensing external triggers early, organizations can initiate internal changes guided by motivated and passionate employees. We have applied relevant portions of the proposed framework to a Fortune 50 company to test our ideas. We also highlight the need for adaptive policies to deal with the turbulent environment and outline specific recommendations for policymakers and agencies accordingly. These recommendations offer new ground for building flexible yet efficient organizations.
by Benjamin Maupetit.
S.M.in Technology and Policy
Danner-Odenwelder, Tracey. "Impact of Corporate Social Responsibility on an Organization's Culture| A Multisite Case Study of a Global Nonprofit Organization." Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3703705.
Full textThis multi-site case study explored the role that a global nonprofit organization plays in decreasing the gap of inequality and contributing to the greater society. This research identified what processes were used to implement, increase, or alter the global CSR efforts. This research identified how global CSR efforts impact and is impacted by the organizational culture. In addition, the study explored how CSR efforts have changed or expanded to meet the demands of a globalized society, with a particular focus on the mutual relationship between these expanded efforts and the organizational culture. It studied the internal impact of the CSR efforts as well as how the organization relates externally. This qualitative study made use of three sources of data: semistructured interviews, document and artifact analysis, and observations. The use of various methods of data collection ensures reliability and trustworthiness and adds to the thick description of the case. The findings in this multi-site case study provided an understanding of how a global non-profit organization implements or expands social responsibility efforts.
This exploratory study yielded seven major conclusions. The conclusions operationalize to meet the organizational needs and the processes used to implement. The seven conclusions are 1) The organization's CSR efforts impact organizational culture including artifacts espoused values and basic assumptions 2) The impact was reciprocal as the organizational culture impacted their CSR efforts 3) CSR efforts reflect the needs of society and adapt to meet societal needs to balance the organization's internal culture and external image 4) Senior leadership and policy volunteers are instrumental to the implementation of CSR efforts throughout the organization as well as to the organizational culture 5) Partnering with organizations increases their CSR efforts and result in better serving their community and organizational needs 6) CSR processes increase awareness and impact to promote goodwill locally and globally and 7) CSR efforts need to be included in the organization's strategic plan and align with the mission and vision of the organization.
Griffith, Cameron. "Organizational Identity Dynamics| The Emergence of Micro-level Factors in Organizational Identity Processes for an Acquired Organization." Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3732580.
Full textThis single case study examined the construct of organizational identity, defined as that which is central (i.e., fundamental to the organization), enduring (i.e., persisting over time), and distinctive (i.e., uniquely descriptive) about an organization’s character (Albert & Whetten, 1985). Specifically, the study addressed the research question: What are the organizational identity processes occurring in an acquired organization? While past research has addressed the construction of organizational identity, little research has examined this phenomenon after an organizational acquisition. The organizational identity dynamics model by Hatch and Schultz (2002) provided the theoretical underpinnings for this research and was utilized to establish the conceptual framework for this study.
This qualitative research study explored how organizational identity was constructed for members of an acquired organization as they initially learned of the acquisition and as they assimilated into their new organizational environment. Data were collected through semistructured interviews, document and archival review, and artifact review. This methodology maintained research integrity by establishing reliability and trustworthiness, with data triangulation used to validate study results and findings. The setting for this research was a private, family-owned transportation organization that had recently acquired a competing company.
This research study yielded three primary findings. First, individual-level variables such as personal anxiety or career status were significant factors in the organizational identity processes. Second, sensemaking was critical in the identity process for members of AcquiredCo. Findings indicated that sensemaking was enacted through several key factors, including organizational image, sensegiving by the acquiring organization, comparison processes, social learning, artifacts, and critical incidents. Last, the preacquisition environment of the acquired organization had a significant role in the identity-related processes.
This research study contributes to both theory and practice, expanding theoretical knowledge of identity construction for members of an acquired organization. Additionally, the research findings provide significant benefits to organizations that seek to more effectively assimilate members of an acquired organization into the acquiring organization, ultimately with a greater understanding of “who we are” (Gioia, 1998) as an organization.
Karakurum, Muge. "The Effects Of Person-organization Fit On Employee Job Satisfaction, Performance And Organizational Commitment In A Turkish Public Organization." Master's thesis, METU, 2005. http://etd.lib.metu.edu.tr/upload/12606110/index.pdf.
Full textMohammad, Khidhir Ali Samir, and Anand Santhanam. "The Role of Social Network within Industrial Organization." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Informatik, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-18710.
Full textZarvell, Ray K. McCarthy John R. "Student value congruency and Greek social organization cultures." Normal, Ill. Illinois State University, 1993. http://wwwlib.umi.com/cr/ilstu/fullcit?p9416873.
Full textTitle from title page screen, viewed March 14, 2006. Dissertation Committee: John R. McCarthy (chair), James Palmer, Sally B. Pancrazio, David L. Tucker. Includes bibliographical references (leaves 74-80) and abstract. Also available in print.
Markowitz, Timothy Michael. "Social organization of the New Zealand dusky dolphin." Diss., Texas A&M University, 2004. http://hdl.handle.net/1969.1/537.
Full textHerringer, Barbara M. "Unruly death : the social organization of AIDS suicide." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape15/PQDD_0026/NQ36642.pdf.
Full textMcKinley, Maia. "Re-producing knowledge, the social organization of fieldwork." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ43188.pdf.
Full textStegenga, Paul William. "Postsurgical recovery care : spatial organization and social relationships." Thesis, Georgia Institute of Technology, 1990. http://hdl.handle.net/1853/22979.
Full textLeung, Lai-yue Ciris, and 梁麗榆. "The social organization of a Cantonese opera performance." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2001. http://hub.hku.hk/bib/B29751093.
Full textLeung, Lai-yue Ciris. "The social organization of a Cantonese opera performance /." Hong Kong : University of Hong Kong, 2001. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22763235.
Full textGATTI, CASATI Andrea. "Il modello della social organization applicato alla ricerca." Doctoral thesis, Università degli studi di Bergamo, 2015. http://hdl.handle.net/10446/32818.
Full textPolloniato, Marta <1989>. "Filiera corta e business 2.0: esperienze di Social Innovation e Social Organization." Master's Degree Thesis, Università Ca' Foscari Venezia, 2014. http://hdl.handle.net/10579/4125.
Full textEnglish, Heather Joanne. "Coevolution of Distributed Leadership| An Examination of Social Structuring in a Team." Thesis, The George Washington University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3629608.
Full textHistorically, leadership research has concentrated on the charismatic and sometimes mythical qualities of a single, heroic leader. In a knowledge-oriented economy, theories of individual leaders are incomplete because they fail to capture the social nature of complex organizations. A distributed perspective of leadership frames leadership in terms of dynamic patterns of social interaction between people and aspects of their situation and considers the context or structure as important as the human agency.
This qualitative single case study, which involved a self-managed team of professionals in a mid-sized global financial services company, explored leadership as a social process in response to goals of organizational effectiveness and corporate organizational change over time. Specifically, this study described how leadership actions were enacted within the context of emerging social structuring, which enhances the understanding of leadership theory and moves us closer to being able to practically utilize a distributed perspective of leadership. Data were collected through observations, interviews, and document review.
The findings of strategic alignment with organizational goals and the utilization of advanced technology emerged as external conditions for leadership practice. The nature of interactions within the team was influenced by a combination of five distinct but interdependent elements: shared interest, routines, participation norms, language, and authority structures. The study shows the fluid nature of distributed leadership and the reciprocal dynamics of interactions that coevolve and change over time to best fit with specific circumstances.
The findings support three conclusions: (1) the role of context as an essential aspect of leadership practice; (2) the relational dynamics of social structuring and the influence of three fundamental elements of social interaction—meaning, power, and norms—on leadership action; and (3) the strengthening and sustaining ability of the norm of reciprocity on the dynamic interaction among team members. This study is important because it will help organizations better understand, identify, and apply the principles of a distributed perspective of leadership to future situations and will increase the credibility and viability of collective leadership theories.
Alqithami, Saad Dhayfallah. "SPONTANEOUS NETWORKED ORGANIZATION." OpenSIUC, 2012. https://opensiuc.lib.siu.edu/theses/877.
Full textMinas, Renate. "Administrating poverty : Studies of intake organization and social assistance in Sweden." Doctoral thesis, Stockholm University, Department of Social Work, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-351.
Full textThe general purpose of this dissertation is to study the causes and the consequences of the formal structure of intake of potential social assistance clients at Swedish social welfare offices. The focus lies on the social welfare offices, their organizational framework and routines concerning intake. A focus on the formal structure of the intake may provide information about the importance of organization for people seeking help but also for the municipalities themselves. The data used in the analyses comes from two surveys of welfare offices augmented with register data.
Study 1 examines the very first contact between social assistance inquirers and the social welfare offices. Telephone intake and first personal visits are documented and a considerable variation in the share of inquirers who received an appointment for further assessment was found. Considerable variation was also found in the share who were granted social assistance after the assessment during the personal visit. An examination of the offices’ intake routines and organization provided some indications that the unequal priority given to intake is an important explanation behind the variation.
Study 2 analyzes the link between intake organization and the degree of selection taken place at telephone intakes by focusing on those inquirers not becoming clients. The relationship between intake organization and the social workers’ reasons for selection is examined and several selection strategies could be found. The results confirm the fact that Swedish municipalities have great autonomy in designing the social services and in addition show that offices within the same municipality may choose different organizational solutions.
The aim of study 3 is to investigate how intake of social assistance inquirers is organized in Swedish municipalities and what factors determine intake organization. The results show that there are three different intake types. One of them, called special intake units, is distinct from the other two in that the intake staff has relatively high qualifications. Examining factors likely to affect the creation of special intake units, the results show that mainly professional and organizational factors related to the organization of work within the whole social assistance unit are important.
The purpose of study 4 is to examine the connection between organizational factors and local social assistance expenditures in Swedish municipalities. The organization of the social assistance unit, in particular to the intake of social assistance inquirers, and its potential implication for local social assistance costs are emphasized. The results show a cost reducing effect of special intake units first when analyzed together with additional specialization and taking account for staff resources. Thus, specialized intake organization by itself does not play a cost reducing role, but in combination with certain other factors describing internal organization.
In an introductory part the studies are located in a broader framework starting with a historical description of different strategies and classification systems traditionally used when distributing poor aid. The expansion of the welfare state changed the importance of a last safety net. Specific characteristics of public organizations administering social assistance are described and the legal framework is outlined focusing on the right to apply for social assistance is outlined. Different aspects of intake are then discussed: stages of the intake process, the organization of intake in Sweden and elsewhere, intake organization as a fashion, and possible functions of the intake. Finally, implications of the four studies with regard to access to benefit and the issue of specialization as well as further research are discussed.
Best, Jim. "Factors and Processes Underlying Increases of Relational Coordination in Task-Coordinating Groups." Thesis, Saybrook University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10688757.
Full textRelational capacity within cross-functional groups is increasingly understood to mediate a variety of performance outcomes. Relational coordination, a specific measure and theory of organizational performance in interdependent cross-functional groups with integrated tasks, has been associated with better performance outcomes especially under conditions of uncertainty and time pressure (Gittell, 2016). Understanding underlying factors and processes that contribute to increased relational coordination in terms of opportunity tension (Lichtenstein, 2014), focus theory (Feld, 1981), and positive organizational scholarship (Dutton & Ragins, 2007) from a multilevel research perspective (Kozlowski & Klein, 2000) may extend the theory and offers the possibility of designing more effective change interventions.
This single exploratory case study focused on a hospital Intensive Care Unit (ICU) that had demonstrated increased relational coordination as a result of change interventions. Case study method was suited to this “how” and “why” research question. During a single week, 15 ICU participants were interviewed on-site. Video interviews of 8 consultants, expert in relational coordination interventions from a variety of settings, situated the case in a larger context.
Transcripts were coded producing 35 descriptors that were ranked by frequency. The following 5 analytic categories of significant factors and processes emerged: (a) opportunity tension, (b) relational factors, (c) sensemaking, (d) focal activity, and (e) contextual factors. Additionally, 2 emergent themes developed: (a) factors and processes are causally linked in a mesh of interdependency, and (b) occur at multiple levels and multiple scales.
The major contribution of this study was an interoperability model of the 5 analytic categories of factors as a multilevel causal mesh to increase relational coordination. Contextual factors help create the container for focal activities that build relationships and the safety for continuous learning and sensemaking. At every point in the process, opportunity tension stimulated action. The analytic category model led to 22 recommendations that inform future change intervention designs. More specific research into each of the 5 analytic categories is needed to validate the findings and increase the resolution of how the factors are involved in the processes. Exciting future directions include leveraging positive organizational scholarship and harvesting relational coordination field practices to deepen theory.
Watts, Monique DeMarino. "How Do Organizations Create and Sustain Vitality in a Multigenerational Workforce." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10936989.
Full textThe purpose of this qualitative research study was to examine and identify the best practices and strategies for human resource managers and organizational leaders to utilize to decrease the generational gaps amongst the four generations currently employed in the labor force, and to create and sustain a vital, multigenerational workforce. The four generations currently working side-by-side in the United States are the Traditionalists, the Baby Boomers, Generation X and Generation Y, better known as the Millennials. Each generational cohort brings unique variables to the workplace such as behaviors, expectations, personal values, communication styles, and motivational factors that create challenges for organizations. Learning how to overcome these challenges will assist in creating connectivity among the cohorts, benefiting organizations in numerous ways, including greater operating efficiency and retention of employees.
By understanding the different characteristics and needs of the four respective generations, as well as recognizing how to utilize the strengths of each generation, organizational leaders and human resource professionals can utilize the findings to advance generational management strategies for creating and managing a vital intergenerational workforce which is accomplished by staff from each of the four generations working together constructively to support the goals and purpose of the organization. Findings from this study may also contribute to the existing methods human resource managers and business leaders currently use to create workplaces of greater understanding, mutual respect, appreciation, acceptance and inclusiveness of the four different generations in the workforce, as well as facilitate new human resource policies to address workplace differences and conflict amongst the four generations. Further, the benefits from a vital intergenerational workforce may increase employee productivity, satisfaction, retention, loyalty, and the ability of employers to attract new talent from each of the four generations to its workforce.
Apelman, Lisa, Raik Klawitter, and Simone Wenzel. "Organizations as Functioning Social Systems : A Review of Social Sustainability in Management and Organizational Research." Thesis, Blekinge Tekniska Högskola, Institutionen för strategisk hållbar utveckling, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-2324.
Full textKalamata, Glykeria. "Organizational Culture, Justice, Equality and Change in Youth Organizations : The success story of the non-governmental organization 'System and G'." Thesis, Linköpings universitet, Tema Genus, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-149004.
Full textNordquist, Karen L. "Formalization in a social movement organization : cooptation or survival? :." Thesis, McGill University, 1998. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=20454.
Full textRegan, Suzanne Elizabeth. "Transformations in the organization of public sector social work." Thesis, Lancaster University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310578.
Full textIwabuchi, Akifumi. "The social organization of the Alas of Northern Sumatra." Thesis, University of Oxford, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.305759.
Full textSavarit, Emmanuelle. "The Social Organization of Interactions Involving People with Aphasia." Thesis, Roehampton University, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.515257.
Full textSlooten, Elisabeth. "Population biology, social organization and behaviour of Hector's Dolphins." Thesis, University of Canterbury. Zoology, 1990. http://hdl.handle.net/10092/5800.
Full textFisher, James C. D. "Essays in game theory on investment and social organization." Thesis, The University of Arizona, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3688083.
Full textThis dissertation uses cooperative and non-cooperative game theory to examine the role of investment (broadly defined) in social organization. It's composed of three chapters. The first chapter examines bidirectional investment in partnerships and characterizes the stable relationships among the benefits players produce and receive, their costs, and their payoffs. The second chapter extends the model of the first chapter to allow for multilateral matching and investment; it shows that many of the results of the bilateral case remain true in the more general case. The third chapter examines investment in social links to secure future help and characterizes the equilibrium network/linking architecture and welfare.
Shore, C. N. "Organization, ideology, identity : The social anthropology of Italian communism." Thesis, University of Sussex, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.373907.
Full textBaşıbüyük, Oğuzhan. "Social (Dis)organization and Terror related Crimes in Turkey." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9796/.
Full textBelák, Václav. "Ontology-Driven Self-Organization of Politically Engaged Social Groups." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-15538.
Full textBaşibüyük, Oğuzhan Williamson David A. "Social (dis)organization and terror related crimes in Turkey." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9796.
Full textSnyderman, Ellen Ruth 1961. "The social organization of managerial definitions of unethical behavior." Thesis, The University of Arizona, 1990. http://hdl.handle.net/10150/277860.
Full textWilson, Victoria Arriola. "The Social Organization of the Hip Hop Graffiti Subculture." W&M ScholarWorks, 1995. https://scholarworks.wm.edu/etd/1539626015.
Full textO'Shaughnessy, Kaitlin. "Redefining organization in the 21st century the communicative constitution of a children's ministry social movement organization /." Click here for download, 2009. http://proquest.umi.com/pqdweb?did=1709280371&sid=1&Fmt=2&clientId=3260&RQT=309&VName=PQD.
Full textStevens, Christopher E. "SOCIAL ENTREPRENEURSHIP AND EARNED INCOME OPPORTUNITIES: AN EXAMINATION OF THE IMPORTANCE OF INSTITUTIONAL FACTORS IN PREDICTING ENTREPRENEURIAL ACTION AMONG NONPROFIT ORGANIZATIONS." Case Western Reserve University School of Graduate Studies / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=case1213790396.
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