Relevant bibliographies by topics / Organizational Perspectives

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organizational Perspectives'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Organizational Perspectives"

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Doherty, Mary E. "Hospice—Organizational Perspectives." Nursing Clinics of North America 44, no. 2 (June 2009): 233–38. http://dx.doi.org/10.1016/j.cnur.2009.02.002.

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Chalid, Lukman, Darwis Lannai, and Muhammad Syafi'i A. Basalamah. "Performance Measurement Through Balanced Scorecard Approach." JURNAL MANAJEMEN BISNIS 8, no. 2 (September 27, 2021): 352–59. http://dx.doi.org/10.33096/jmb.v8i2.896.

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The purpose of this research is to assess the performance of health centers using the Balanced Scorecard (BSC) framework from four perspectives: the customer perspective, the internal process perspective, the learning and growth perspective, and the financial perspective. The BSC application is intended to measure organizational performance from a variety of perspectives, not just financial ones; there must be a balance of financial and non-financial perspectives. This means that BSC is a strategic approach to evaluating an organization's performance that balances the interests of various stakeholders by balancing short- and long-term objectives.
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Janicijevic, Nebojsa. "Organizational learning in the theory of organizational change." Ekonomski anali 51, no. 171 (2006): 7–31. http://dx.doi.org/10.2298/eka0671007j.

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The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes. .
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Hariharan, Krishnan, and Vivekanand G. (India). "Perspectives on Organizational Learning." Indian Journal of Commerce & Management Studies IX, no. 1 (January 10, 2018): 81. http://dx.doi.org/10.18843/ijcms/v9i1/11.

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Baker, Daniel J., Joanne Fuhrman, and Fred Renter. "Perspectives on Organizational Growth." Mental Retardation 40, no. 6 (December 2002): 477–80. http://dx.doi.org/10.1352/0047-6765(2002)040<0477:poog>2.0.co;2.

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Bird, Barbara, and Candida Brush. "A Gendered Perspective on Organizational Creation." Entrepreneurship Theory and Practice 26, no. 3 (April 2002): 41–65. http://dx.doi.org/10.1177/104225870202600303.

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Literature on the creation of organizations is often cast within a masculine gender framework. This paper draws from three theoretical perspectives to develop a new perspective that broadens the view of organizational creation by encompassing the relative balance of feminine and masculine perspectives in the entrepreneur's venture start-up process and new venture attributes. We elaborate the relatively less visible feminine and personal perspective and compare this with the traditional or masculine perspective. Important to the discussion is the distinction between biology (sex: male and female, man and woman) and socialized perspectives (gender: masculine and feminine). While research and the general public often use the concept of gender loosely to signify sex, we follow a more precise feminist distinction. The paper advances new concepts of gender-maturity (an individual difference) and gender-balance (an organizational quality).
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Martens, Jon. "Stories of innovation: roles, perspectives, and players." European Journal of Training and Development 38, no. 1/2 (December 20, 2013): 40–53. http://dx.doi.org/10.1108/ejtd-09-2013-0092.

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Purpose – This study aims to examine the roles of stories in the innovation process. Design/methodology/approach – An integrative literature review was used to identify and analyze studies that examined stories of innovation in various organizational settings. The conceptual framework of the review was based on three perspectives of organizational culture: integration, differentiation, and fragmentation. Findings – A typology of the roles of stories of innovation was synthesized from a review of the literature. The major roles in the typology included fostering a culture of innovation, managing product planning and project teams, facilitating idea generation and problem solving, and analyzing failed innovations. These roles were congruent with multiple perspective of organizational culture, including integration, differentiation, and fragmentation. Research limitations/implications – Additional research should be conducted to further explore and confirm the study's exploratory typology as a possible extension to the role of organizational narrative in the process of innovation. Practical implications – The study's conceptual typology can presently serve as a useful learning tool for HRD practitioners to facilitate an organization's understanding of the innovation process. Originality/value – The study presents a new approach to analyzing the roles of stories in innovation with perspectives of organizational culture and provides an initial base for further research that might extend understanding of the types of roles narratives play in innovation.
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Karagozoglu, Necmi. "Managerial Perspectives on Organizational Learning." Creativity and Innovation Management 5, no. 2 (June 1996): 123–33. http://dx.doi.org/10.1111/j.1467-8691.1996.tb00132.x.

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Clifton, J. "Discourse Perspectives on Organizational Communication." Journal of Business Communication 49, no. 4 (August 28, 2012): 377–80. http://dx.doi.org/10.1177/0021943612456517.

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Foss, Nicolai J. "New Organizational Forms - Critical Perspectives." International Journal of the Economics of Business 9, no. 1 (February 2002): 1–8. http://dx.doi.org/10.1080/13571510110102949.

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Dissertations / Theses on the topic "Organizational Perspectives"

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Valenca, Pereira Antonio Carlos. "Dialectical perspectives on organizational learning." Case Western Reserve University School of Graduate Studies / OhioLINK, 1990. http://rave.ohiolink.edu/etdc/view?acc_num=case1058972407.

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Lennon, Alexia. "Creating learning organisations : practitioner perspectives /." St. Lucia, Qld, 2003. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17371.pdf.

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Burns, Sophie M. "Organizational Culture and Outward Bound: Perspectives of Instructors and Participants." Scholarship @ Claremont, 2018. http://scholarship.claremont.edu/scripps_theses/1218.

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Outward Bound stands out amongst the rest of the wilderness organizations not only for its time-honored contribution to the field of wilderness education, but for its fundamental process and theories which contribute to its success. Academic attention in the field of wilderness programs largely overlooks the role of organizational culture. To fill the gap in our knowledge, this study synthesizes the academic conversation on Outward Bound programs and integrates it with the most consistent findings about organizational culture. Interviewing the participants and instructors of a 72-day long Outward Bound course conducted in 2015 provides clear insight into the role of organizational culture on Outward Bound, its formation, management, and impacts, as well as overall course outcomes for participants. My research finds that the culture within organizations that are built to dissolve can create meaningful and lasting cultural shifts in its members including increases in interpersonal dimensions such as open-mindedness, patience and improved relationships, as well as in intrapersonal dimensions such as independence, confidence and motivation. Drawing on participant responses, I further find that the role of subgroups, conflict, and exclusion can be contentious, contributing to instability and division in organizational culture. Conversely, shared values, familial themes, and compassion can coalesce to unify the culture so strongly that all participants reflect back on the culture as net positive and their experience with Outward Bound as one of growth and positive transformation.
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Preedy, Margaret. "Tertiary colleges : a study of perspectives on organizational innovation." Thesis, Open University, 1998. http://oro.open.ac.uk/18856/.

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The purpose of this research study was to explore organisational innovation in education with reference to one particular type of organisation - the tertiary college. The research sought to examine the extent to which the intended objectives for new educational organisations are realised in practice, and how far the goals and ethos which organisational leaders seek to promote are shared by organisational members. The study focused on eleven tertiary colleges, comparing the 'official' view of the colleges, as put forward by senior managers, with the perspectives of staff and students. Tertiary colleges are responsible for all or most full and part time non-advanced education for the post-16 age group in the areas which they serve (some also have some advanced work). The colleges thus combine all provision which elsewhere is separately administered in school sixth forms, sixth form colleges and further education colleges. The literature review draws on concepts from organisation theory, and discusses various models for analysing organisations and their goals: rational system and formal models, and three alternative approaches - political, ambiguity and subjective models. Rational system and formal models are dominant in the organisational literature. They focus on the official aspects of organisations rather than the perspectives of members. The review then explores the role of structure and culture in the pursuit of organisational goals, the extent to which organisations have a shared culture or ethos, and the factors contributing to successful change in educational institutions. The study examined four main issues : (1) To what extent are the goals set out by institutional leaders shared by other members of the organisation? (2) How far do new structures influence perspectives and attitudes? (3) To what extent are new types of organisation able to develop a distinctive culture and ethos? (4) Are there major differences between individual organisations of the same type? Evidence to explore these issues was gathered by means of interviews with principals and vice-principals; analysis of college documents: and questionnaire surveys of staff and full and part-time students. It was found that organisational members - staff and students - shared the official view of the colleges' goals and ethos to some extent. However, there were a number of mismatches and disparities between the official perspective and the views of members, and an 'implementation gap' (Becher, 1989), between goals as ideals and goals as enacted. There was also evidence of cultural differentiation, rather than the integrationist culture portrayed by the principals. There were considerable subgroup differences in members' perspectives and in the extent to which they shared the goals and ethos of their colleges. There were also wide inter-college disparities in staff and student views. The study indicates that organisational goals impact differentially on various member subgroups, and that organisations sharing similar purposes may achieve these purposes to widely differing degrees. The analysis suggests that formal and rational system models of organisations are inadequate for understanding organisational change. It is necessary to draw on alternative perspectives to interpret the 'competing realities' (Greenfield, 1973) and 'less-than-rational' (Hoyle, 1986) aspects of organisational life. The study focused on internal aspects of the tertiary colleges, but there was evidence that external factors may have influenced their goals and development. The conclusion therefore considers the broader policy context for the development of the tertiary colleges, as compared with other new types of organisation - City Technology Colleges and grant-maintained schools. It is suggested that 'new institutionalist' ideas, which portray the environment as having a central influence on organisational development, may provide a useful framework for reinterpreting the findings of the study. New institutionalist concepts provide an important corrective to the assumptions of rational system and formal models that organisations have a relatively high degree of autonomy in establishing and pursuing internally-generated goals
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Short, Emma Elizabeth Clare. "Stress in the social services : individual and organizational perspectives." Thesis, University of Bristol, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.325800.

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Preedy, Maggie. "Tertiary colleges : a study of perspectives on organizational innovation." N.p, 1997. http://oro.open.ac.uk/18856.

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Carson, Ashley. "Understanding the significance of reward and threat triggers-practitioners' perspectives." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1566748.

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This study examined organization development (OD) practitioners' perspectives on the relative importance of the five domains of a neuroscience-based motivation framework that categorizes common issues that trigger toward or away responses in the brain. The SCARF Model's five domains include Status, Certainty, Autonomy, Relatedness, and Fairness (Rock, 2008). This study sought to understand if practitioners' perspectives are in line with existing research and ultimately to identify the most effective practices that provide the highest level of benefit relative to reducing threat responses and increasing rewards. The first phase of this study employed an online survey using pairwise comparison, or forced choice, of each domain on a weighted scale. This methodology required explicit choices be made among each of the SCARF domains in order to answer a single question: Active management of which reward/threat trigger poses the greater benefit to a change effort, and by how much? The survey methodology resulted in a prioritization by 48 OD practitioner respondents that depicts the magnitude of each domain's benefit and ultimately implies that active management of the highest ranking domain (Fairness) offers significantly greater benefit than the other four. The second phase of this study included interviews of eight OD practitioners during which the survey results were presented. This phase of the study discovered a dominant theme of communication as a means of threat trigger mitigation and reward trigger maximization for all of the SCARF domains.

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Price, Joanne Kirkpatrick. "Making sense of competing organizational goals perspectives of practice that affect coordinated efforts and organizational learning /." Connect to a 24 p. preview or request complete full text in PDF format. Access restricted to UC campuses, 2007. http://wwwlib.umi.com/cr/ucsd/fullcit?p3259068.

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Thesis (Ed. D.)--University of California, San Diego, 2007.
Title from first page of PDF file (viewed June 11, 2007). Available via ProQuest Digital Dissertations. Vita. Includes bibliographical references (p. 141-142).
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Mitchell, Cheryl L. "Blame is not a game| Healthcare leaders' perspectives on blame in the workplace." Thesis, Fielding Graduate University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3639682.

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This exploratory research increases knowledge and understanding of blame in the workplace. Attribution theory, moral philosophy, and social cognition provided a theoretical framework to understand individual blame determination as a precursor to understand systemic blame. Systemic blame is informed by complex systems theory and research on "no blame" cultures in a healthcare setting.

Interpretive description, supported by applied thematic analysis, provided the methodological framework for this qualitative study. The 17 senior leaders interviewed for this research study were selected through purposive sampling, and individually had an average 28 years of experience in healthcare. The semi-structured interviews were designed to gather experiences and stories that informed the participants' perspectives on blame in the workplace.

Constant comparative thematic analysis of the data resulted in four main findings. First, blame is prevalent in the workplace. Second, blame begets blame through a vicious cycle of blame. In this cycle there is often unwarranted blame. Blame feels bad, which results in fear of blame and avoidance of blame. One way to avoid blame is to blame someone else. This positive reinforcing feedback loop of blame creates a culture of blame. Third, a culture of blame includes characteristics of risk aversion and mistrust. Risk aversion decreases innovation, and mistrust decreases transparent communication. Fourth, blame has an inverse relationship to accountability, where less blame may result in more accountability. These findings both confirm and contradict the current literature. The resulting conclusion is blame is not a game.

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Garrido, Susana Telma. "Swedish and Portuguese interacting in Swedish MNC's in Portugal: Cultural issues and perspectives." Master's thesis, Instituto Superior de Psicologia Aplicada, 2003. http://hdl.handle.net/10400.12/547.

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Dissertação de Mestrado em Comportamento Organizacional
Genesis: In 1998, Filipe Dahlin from Chalmers University of Technology - Department of Industrial Dynamics (Sweden), presented a thesis with the title 'Swedish Management in Portugal - A Cultural Perspective'. His work was about the interaction between Swedish managers in Portugal (predominantly employed in Swedish Multinational Corporations) and the Portuguese workers in the setting of Organisational life and within the context of a local cultural background. He analysed the different cultural perceptions of Swedish managers in Portugal, particularly, in reference to their Portuguese subordinates. Dahlin's problem was: how well did both cultures "fit" in order to achieve organisational objectives? What adaptations had Swedish managers to engage in order to adapt to the "locals"? How well did the "locals" accepted or engaged in Swedish management practices? However, he only presented and analysed one side of the interaction, namely, the Swedish perspective. In this present work, I took, as the main focus to analyse the Portuguese view on the issues debated by Dahlin. Purpose: Thus, the main reason of this study is to make a complementary analysis to that presented by Dahlin's (1998) work. A sort of symmetrical replication of Dahlin's thesis if you will. The intention is, however, to contribute to the debate of the "Portuguese" type of work ethic, work culture in the frame of the Portuguese difficulty in soaring our productivity level, rather than contributing to some "optimal" model of interaction between Swedes and Portuguese in Swedish Multinational Corporations. Background: The literature on culture and its impacts on organisational life have shown rather well the complexity of the matter. Cultural backgrounds, within which human endeavour takes place, influence management practices and the ways things get done and corporate objectives get attained. When people from significantly different cultural backgrounds interact, the process is not one of mechanical adjustment, and some times it simple does not work. Thus, a qualitative and exploratory study of one of such interactions that has been a success for so long might help to shed some light on the richness and complexity of these processes. Methodology: The methodology followed in this work is similar to that of Filipe Dahlin. A qualitative and exploratory approach sustained by a semi-structured interview process. Some 25 persons were interviewed, amounting to more than 15 hours of recorded conversations. The first step, however, was not to address the Portuguese perspective. As some years passed since Dahlin concluded his work, thus, an intermediate step was taken regarding the evaluation of the degree to which Swedish managers today would or would not agree with the perspective of their former colleagues. Results: The results and outcomes of these interviews are discussed in direct comparison to those put forward by Dahlin, and from that into a more broad discussion around cultural "fits" and to our present national debate on productivity.
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Books on the topic "Organizational Perspectives"

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K, Spiker Barry, ed. Perspectives on organizational communication. Dubuque, Iowa: W.C. Brown, 1987.

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K, Spiker Barry, ed. Perspectives on organizational communication. 2nd ed. Dubuque, Iowa: Wm C. Brown, 1991.

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Daniels, Tom D. Perspectives on organizational communication. 4th ed. Boston: McGraw Hill, 1997.

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Daniels, Tom D. Perspectives on organizational communication. 3rd ed. Madison, Wis: Brown & Benchmark, 1994.

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David, Collins. Organizational change: Sociological perspectives. New York: Routledge, 1998.

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Daniels, Tom D. Perspectives on organizational communication. 4th ed. Madison, Wis: Brown & Benchmark, 1997.

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Perspectives on organization theory. Cambridge, Mass: Ballinger Pub. Co., 1987.

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L, Cunliffe Ann, ed. Organization theory: Modern, symbolic, and postmodern perspectives. 2nd ed. Oxford: Oxford University Press, 2006.

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Hatch, Mary Jo. Organization theory: Modern, symbolic, and postmodern perspectives. 2nd ed. New York: Oxford University Press, 2006.

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Hatch, Mary Jo. Organization theory: Modern, symbolic, and postmodern perspectives. Oxford: Oxford University Press, 1997.

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Book chapters on the topic "Organizational Perspectives"

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Bansemir, Bastian. "Theoretical perspectives." In Organizational Innovation Communities, 85–89. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-01302-8_14.

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Bansemir, Bastian. "Theoretical perspectives." In Organizational Innovation Communities, 116–19. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-01302-8_20.

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Bansemir, Bastian. "Theoretical perspectives." In Organizational Innovation Communities, 56–57. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-01302-8_8.

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Pinkau, K., K. Decker, C. F. Gethmann, H. W. Levi, J. Mittelstraß, S. Peyerimhoff, G. zu Putlitz, A. Randelzhofer, C. Streffer, and F. E. Weinert. "Institutional and Organizational Perspectives." In Environmental Standards, 339–93. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-1-4757-2797-5_6.

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Larentis, Fabiano, Claudia Simone Antonello, and Luiz Antonio Slongo. "Inter-organizational Culture and the Cultural Perspectives." In Inter-Organizational Culture, 13–26. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-00392-0_2.

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Hodges, Julie. "Theoretical perspectives of engagement." In Employee Engagement for Organizational Change, 59–71. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9780429447419-5.

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Kaplan, Leslie S., and William A. Owings. "Leading Organizations: Evolving Perspectives." In Organizational Behavior for School Leadership, 1–32. New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315669502-1.

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Punnett, Betty Jane. "Language and Organizational Behavior." In International Perspectives on Organizational Behavior, 115–42. 4 Edition. | New York: Routledge, 2018. | Revised edition of the author’s International perspectives on organizational behavior and human resource management, c2013.: Routledge, 2018. http://dx.doi.org/10.4324/9781351019545-5.

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Beighton, Christian. "Researching Organizational Learning: Expansive Perspectives." In Expansive Learning in Professional Contexts, 31–74. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-57436-7_3.

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Hodges, Julie. "Theoretical perspectives of organizational change." In Reshaping HR, 43–57. First Edition. | New York : Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003123491-3.

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Conference papers on the topic "Organizational Perspectives"

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Bannerman, Paul L. "Software architecture: Organizational perspectives." In 2009 ICSE Workshop on Leadership and Management in Software Architecture, LMSA. IEEE, 2009. http://dx.doi.org/10.1109/lmsa.2009.5074863.

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M. Gallant, Linda, Gloria M. Boone, and Gregg Almquist. "Wireless Organizational Communication: A Framework for Communicative Informatics." In 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2709.

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As mobile communication becomes more pervasive, there is an increasing need to study the potential uses of wireless organizational communication. The difficulty in analyzing information and communication technology (ICT) in organizational communication is the unintentional split between information processes perspectives and human communication perspectives in the discussions of workplace technology. By merging two constructs, organizational informatics and organizational sensemaking, this paper develops a communicative organizational informatics (COI) framework, which provides a robust perspective on how people communicate through the uses of technology in organizational settings. This communicative informatics framework offers a powerful lens to study the meanings, understandings, uses and gratifications, and potentials of technology in organizations and how it can facilitate workplace communication. A COI analysis of a personal digital assistant (PDA), a Palm VII, with a live wireless connection to a company sales database is examined by applying a usability testing methodology.
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Skerlavaj, Miha, and Vlado Dimovski. "Towards Network Perspective of Intra-Organizational Learning: Bridging the Gap between Acquisition and Participation Perspective." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3124.

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Organizational learning is a scientific field of growing importance. It has developed from classic and foundational works to the two disparate perspectives today: the acquisition and the participation perspective. The first understands knowledge as a substance, mind as a container, and learning as a transfer of a substance from one mind to another. The second perspective focuses on communities of practice and observes no teaching but rather goal-directed practical learning. We argue that both are incomplete and that there is a need for overarching perspective that would build upon multiple-theoretical and multi-level framework of social network theories. Beside connecting acquisition and participation perspective it addresses organizational learning as a multiplex and dynamic process at individual, group, intra-organizational, as well as relational level of research. This contribution proposes network perspective to intra-organizational learning and develops seven descriptive claims to be tested using real-life case studies of social networks within organizations. Both exploratory and confirmatory social network techniques are to be applied.
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"Perspectives on using Actor-Network Theory and Organizational Semiotics to Address Organizational Evolution." In 15th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2013. http://dx.doi.org/10.5220/0004437701730181.

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"Organizational Culture: Perspectives and Directions for Professional Development." In 16th European Conference on Management Leadership and Governance. ACPI, 2020. http://dx.doi.org/10.34190/elg.20.066.

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Secapramana, Verina H., and Eko Nugroho. "Quality of Work Life Program as A Humanistic Perspectives on HRM." In 2017 International Conference on Organizational Innovation (ICOI 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icoi-17.2017.6.

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Xu, Jin, Jing Zhu, and Stephen S. Y. Liao. "Organizational Context in Information Systems Research: Perspectives and Components." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5999093.

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Okonkwo, Chinedu Wilfred, and Magda Huisman. "THE PREDICTING SUCCESS FACTORS OF MOBILE APPLICATIONS DEVELOPMENT: ORGANIZATIONAL PERSPECTIVES." In 12th IADIS International Conference Information Systems 2019. IADIS Press, 2019. http://dx.doi.org/10.33965/is2019_201905l002.

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Kaliannan, Maniam, Murali Raman, and Magiswary Dorasamy. "E-procurement adoption in the malaysian public sector: organizational perspectives." In 2009 13th Enterprise Distributed Object Computing Conference Workshops, EDOCW. IEEE, 2009. http://dx.doi.org/10.1109/edocw.2009.5331999.

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Bannon, L. J., and K. Kuutti. "Shifting perspectives on organizational memory: from storage to active remembering." In Proceedings of HICSS-29: 29th Hawaii International Conference on System Sciences. IEEE, 1996. http://dx.doi.org/10.1109/hicss.1996.493187.

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Reports on the topic "Organizational Perspectives"

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Lange, John E. U.S. Military Support for Rwandan Refugee Relief: Organizational Perspectives Determine the End-Game. Fort Belvoir, VA: Defense Technical Information Center, January 1996. http://dx.doi.org/10.21236/ada441383.

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Thomas, Gail F. Innovation in Organizations: A Discursive Perspective. Fort Belvoir, VA: Defense Technical Information Center, December 2002. http://dx.doi.org/10.21236/ada411031.

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De Loecker, Jan, and Chad Syverson. An Industrial Organization Perspective on Productivity. Cambridge, MA: National Bureau of Economic Research, September 2021. http://dx.doi.org/10.3386/w29229.

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Kurren, Beth. The vertically-oriented organization : a theoretical perspective. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1987.

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Matthews, Russell A. Barriers to Organizational Work-Family Support in Academia: An HR perspective. Purdue University, 2018. http://dx.doi.org/10.5703/1288284317222.

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Michael, James B., George W. Dinolt, and Alex J. Nelson. A Security Perspective of Transitioning Organizations to the DoD Cloud. Fort Belvoir, VA: Defense Technical Information Center, December 2010. http://dx.doi.org/10.21236/ada566237.

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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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Franzel, Steve, Judith Sinja, and B. Simpson. Farmer-to-farmer extension in Kenya: the perspectives of organizations using the approach. World Agroforestry Centre (ICRAF), 2014. http://dx.doi.org/10.5716/wp14380.pdf.

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Galvin, Thomas P., and Lance D. Clark. Beyond Kotters Leading Change: A Broad Perspective on Organizational Change for Senior U.S. Military Leaders. Fort Belvoir, VA: Defense Technical Information Center, June 2015. http://dx.doi.org/10.21236/ad1001714.

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Bertassini, Ana Carolina, Aldo Roberto Ometto, and Mateus Cecilio Gerolamo. The Role of Organizational Culture in the Transition Towards the Circular Economy –A Practical Perspective. University of Limerick, 2021. http://dx.doi.org/10.31880/10344/10196.

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