Tesi sul tema "Business Administration, General|Business Administration, Management"

Higher education institutions (HEIs) could be among organizations without effective programs for preserving tacit knowledge (TK) when knowledge workers retire, quit, take a leave of absence, or are terminated. The theoretical underpinnings of this study were neuroscience related to brain learning physiology, transformational leadership theory, succession planning theory, and knowledge management theory. Research questions addressed (a) what is the level of awareness of the role of tacit knowledge in the administration of higher education, (b) what methods exist for capturing, sharing, and creating tacit knowledge that can be effectively integrated in succession planning, and (c) what unique elements exist in the administration of higher-education that either support or prevent tacit knowledge preservation, sharing, and creation through succession planning initiatives. Data collection involved interviews and document review at a Midwestern college. Findings included the need for trust and open communication and leader behavior to support optimal TK transfer. Participants were aware of TK and its importance and recognized a connection between TK and succession planning. Participants suggested high level activities; emphasized debriefing for verifying TK transfer, transfer of roles and responsibilities over time, continued access to mentors, and allocation of adequate time to deploy these steps in succession planning. The researcher developed a nine-step process model for integrating TK in institutions with a formal succession planning program. This process model includes organization-wide education and communication focused on the concepts of TK and involves steps for capture, measurement, and sustained retention of all forms of TK as part of institutional culture.

Ethical leadership can be a key driver of corporate behavior but it is an individual's sense of ethics that has an impact on business success. The specific problem was that despite the plethora of academic, government, and industry studies, it remained unclear whether investing in ethics provided a competitive advantage for businesses. The purpose of this qualitative, ethnographic case study was to examine how the internal stakeholders in a single business defined and applied ethics and what elements of the business culture and competitive environment affected decision-making. The research was a practical application of the stakeholder theory, normative ethics and competitive analysis theory. The dissertation research was conducted using JWD Technologies (pseudonym) which is a for profit engineering and manufacturing business located in the southeastern United States. Through this research, the business values and culture were demonstrated through a focus on pride in the quality of the delivered product through a disciplined, continuous improvement, cooperation and teamwork with the customer and the worksite team, and leadership excellence. Key leadership characteristics included being engaged, accessible, credible, trustworthy, stable, and able to relate to the people. The keys for optimizing the culture were moral fortitude including a strong ethical tone, voicing opinions, transparent communications, and individual accountability, consistent with prior literature. The informants demonstrated that effective ethical behavior includes going beyond the practices required by law, consistent with prior literature. Finally, the informants identified ethical values used to achieve future business to deliver a differential value. Recommendations for practice include the practical application of the stakeholder theory, normative ethics, and competitive analysis theory and recommendations on the use of ethnography in a business ethics environment. Recommendations on future research include broadening research applicability with a focus on a broader stakeholder set, competition, and competitive advantage to identify strengths, weaknesses, opportunities and threats, and ethics theory application with a focus on reputation and ethical leadership flow down.

In emerging economies, Small and Medium-Sized Enterprises (SMEs) are threatened by continuous political and economic changes. In such uncertain environments, knowledge is the distinctive factor for the achievement of a competitive advantage. However, limited funds and pressure from competitors force SMEs to seek for external sources of knowledge.

The Multinational Corporation (MNC) represents an alternative for business sustainability within the value chain, including both suppliers and clients. In the aim for pursuing such endeavor, a conceptual framework including inter-firm knowledge transfer processes from the MNC and experiential learning enhanced by the Academia is explored.

In sum, this dissertation is intended to examine the MNC’s and Academia’s role on the procurement of SMEs’ business sustainability through inter-firm knowledge transfer and experiential learning, in terms of absorptive capacity. More specifically, the impact of technical and technological knowledge transferred from the MNC on one side; and reflective learning on managerial skills and business vision from the Academia on the other side, is analyzed through SMEs’ absorptive capacity. Regarding business sustainability, the effect of the application of newly absorbed knowledge is analyzed in terms of SMEs’ selected indicators for business improvements. As a complement, a qualitative study is included in order to provide support for findings hereby obtained.

Entering into joint ventures for the purpose of addressing resource scarcity and maximizing resources with the goal of increasing competitive advantage has long been an effective strategy for companies in the United States. The question arises as to the value of such an arrangement on the long-term results of joint venture participation, specifically if this alliance strategy influences sustained competitive advantage. This dissertation examined joint ventures for firms involved in defense, technology and aerospace industries using post hoc quantitative analysis of secondary data between 1997 and 2006. This study sought to answer specific research questions to determine if firm performance, research and development intensity, and incremental innovation influences sustained competitive advantage. Results indicated that firm performance was not influenced by joint venture participation. Research and development intensity was influenced; however, results were in the opposite direction of those hypothesized. Incremental innovation among joint venture participants was highly significant for joint venture participation compared to non-participants.

Twenty successful leaders in the United States participated in the study to explore the extent to which emotional intelligence supports leadership potential and success. Competent managers with strong leadership skills are scarce (Cafolla, 2008). According to Goleman (2001), EQ might predict up to 90% of the variance in leadership effectiveness by uncovering strong positive effects of leadership commitment and effectiveness that support strong influences on leadership effectiveness. This modified Delphi study extended research on the emotional intelligence competencies to explore future possibilities of improving leadership success at mid- to high-level management tiers. The results of this study provide evidence to support emotional intelligence and leadership potential, validating the need for EQ as a leadership strategy. The Delphi study results recommended training to increase EQ in leaders and asserted that leaders with high levels of EQ are likely to improve overall organizational results, reduce turnover, reduce fraud and low performance, improve moral, and make organizations a better place to work.

Family businesses represent a key economical asset in the global economy. Leaders of family businesses have implemented internationalization as a key strategy to enhance sustainability and increase profitability in a hypercompetitive global marketplace. Guided by the Uppsala model, the purpose of this case study was to explore how Saudi family business leaders have planned and implemented internationalization. Three leaders from different international Saudi family businesses participated in semistructured interviews. The participants described their experience in achieving successful internationalization for their family businesses. After analyzing the interview data and validating through member checking, 3 main themes emerged: (a) the characteristics of the family business to compete internationally, (b) the characteristics of a suitable international market for family businesses to internationalize, and (c) the characteristics of a successful internationalization opportunity for a Saudi family business. In order to internationalize, Saudi family business leaders identified having a proper strategy, financial capability, qualified resources, well-structured policies, and globally-standardized products or services. Family business leaders should target the international market that is stable, that is secure with regulations, and that is welcoming to foreign investments. Each internationalization opportunity should have close psychic distance, available relationships in the international market, targeted family business motives, demonstrated existing market demand with the ability to satisfy, and proper timing. The findings may promote social change in Saudi family businesses by identifying essential characteristics to maintain the companies' existence and offer a roadmap to compete internationally.

At the beginning of the twenty first century, there was an ongoing debate concerning the role of corporate social responsibility (CSR) in achieving sustainable competitive advantage (SCA). While external stakeholders required corporations to balance economic, social and environmental dimensions, research indicated a considerable gap about how CSR initiatives could be used to contribute to the community and the corporation’s SCA. The specific problem that was addressed in this study is how CSR initiatives can be used to contribute to the community in the form of sustainable development and the corporation’s SCA. The purpose of this qualitative study, utilizing a single embedded descriptive case study research design, was to achieve a deeper understanding on how CSR initiatives are planned, aligned and implemented in large MNCs in the cement industry and how these initiatives may contribute to the community in the form of sustainable development and the corporation’s SCA. The study used stakeholder theory as the theoretical framework and was based on semi-structured interviews with 24 participants: six executive managers from three MNCs in the cement industry and 18 employed community inhabitants in the areas corresponding to three study corporations. Corporations and participants were purposively selected. The study findings clearly indicated that the strategic approach to CSR (i.e., aligning the corporation goals with the goals of the community) may balance economic value creation with the expectations of local communities. These findings revealed that corporate leaders may likely develop “mutually beneficial” relationships with potential stakeholders. As a result, the corporation can improve reputation and access to finance, capital, market and resources, as well as reduce operational risks and attract better employees. On the other hand, the community can get safe and affordable products and services, access to better job offerings, clean environment and a better quality of life. Understanding how CSR initiatives are planned, aligned and implemented in large MNCs in the cement industry may positively impact the community and the corporation’s SCA. Future research was recommended to explore the elements of organizational culture (i.e., values and beliefs) that affect the sustainable management practices of large MNCs.

Engaging and retaining high potential employees play a key role in enhancing an organization's competitive advantage. Although multiple factors affect engagement and retention, senior leaders play an important role. This study examined senior leaders' use of touch points (intentional interactions) with high potentials as a retention and engagement strategy within one organization. This mixed-method study gathered survey and interview data from high potentials and senior leaders. Study findings revealed that touch points yielded a range of benefits for the company, for leaders, for high potentials, and for talent management within the organization. The benefits appeared to be associated with the frequency and recency of touch points. Based on these findings, senior and executive leaders are advised to engage with high potentials at least quarterly. Organizations are advised to create processes to advocate for, facilitate, and monitor senior leaders' use of touch points to optimize organizational outcomes.

The U.S. aerospace industry strategic leadership fails domestically and internationally, not managing employee thinking and behavior for continuous success in the 21^st century. The problem addressed in this study was to understand the key processes and principles involved in the strategic leadership's shaping of cultural assumptions that may contribute to the industry's failure. The qualitative study explored the shaping of cultural assumptions, as it relates to the organization's relationship to the larger society, in terms of the nature of reality and truth, the nature of human nature, the nature of human activity, and the nature of human relationships for continuous success in the 21^st century. The study was guided by Scharmer's (2009) theory U, leading from the emerging future in relation to transformative change, stressing the needs to think and act differently, Gharajedaghi's (2011) systems theory, and Schein's (2010, 2013) findings on cultural assumptions and humble inquiry. The research question asked, "How does the U.S. aerospace industry's strategic leadership identify experiences affecting the shaping of cultural assumptions for continuous success in the 21^st century?" The study utilized an exploratory qualitative inquiry that enabled access to the personal experiences of 20 U.S. aerospace industry strategic leaders. Themes and patterns were identified in a data set through inductive analysis. The findings matched the reviewed literature and revealed scarce successful attempts to lead from the emerging future through cultural assumptions shaped for continuous success. The findings encourage the majority of the U.S. aerospace industry strategic leadership to overcome internal blockage and initiate a transformative change to avoid organization declines. The successful strategic leaders in the study support the need for co-creating continuous success in the 21^st century.

Academics and practitioners have continually called for more research to provide a deeper understanding of the nonprofit sector in light of its growing importance in society. Peter Drucker's (1985) seminal work suggested that there is much the business sector can learn from the nonprofit sector. Mission drift/creep as a phenomenon in strategic management has received little academic attention even though the practitioner journals are replete with references of its proliferation. The nonprofit sector in particular, a widely diverse group, linked by a Federal tax exemption to conduct business for almost any lawful purpose, seems particularly susceptible. In the absence of a profit motive, managers and stakeholders alike look to the organizations' mission for direction as well as measurements of success. Mission is generally the principal reason for being and therefore is held as a statement upon which public trust is built. Departure either in the form of drift or creep is widely discouraged. The notion that organizations learn, therefore challenges the fundamental premise that missions should remain static.

Extant practitioner literature documents the widespread nature of mission drift within the sector and decries its proliferation. This study attempts to elevate the discourse, bringing attention to the phenomenon of mission drift/creep by first defining it and putting it in proper contextual frame. The study also through research and scholarship attempts to identify the importance of mission in organizational strategy by using secondary studies to examine this role of mission and thereby provide a fuller explanation for the occurrence of mission drift/creep.

This paper utilized a systematic procedure and content analysis to explore the contingency, resource dependency, population ecology, as well as institutional theories, to find meaningful explanations for mission drift/creep's causation in nonprofit organizations and ultimately support or refute the notion that mission drift/creep should be discouraged.

The first timeshare resorts were created in the 1960s. Since then, the concept of vacation timesharing has spread around the world. Despite significant growth in the last 30 years, little academic research exists concerning the competencies required to manage timeshare resorts. This study provides new perspective on competency domain clusters within the timeshare industry. Three hundred thirty one property-level timeshare managers were asked to rate the importance and frequency of use of each competency domain cluster. The data gathered from the survey reveals a relationship between the types of resort a manager manages and the importance and frequency ratings of each competency's domain cluster. Further, a surprising result was the discovery of a lack of industry certification among the respondents. These results may be useful in training and development strategies for timeshare resort managers.

This qualitative study, using a two iteration Delphi method, identified five supply chain leadership best practices. The primary focus of the best practices is to provide proven practices that meet the needs and requirements of supply chain leaders to effectively lead supply chains. A panel of experts selected from the Council of Supply Chain Management Professionals online database provided data for the study via a commercial electronic survey service. The expert panel provided open and closed ended, subjective responses to the study questions. The survey service collected and summarized the raw data. Manual analysis provided the basis for modifications to the Delphi survey instruments after the pilot study and the first iterations of the Delphi process. The findings allowed validation of three of the four candidate best practices identified during the literature review and two best practices identified during analysis of the first iteration responses. The five leadership best practices could provide leaders the knowledge to improve innovation and strategic leadership within supply chains.

This study examined the process by which a technology company grows from a concept into a living enterprise in order to provide guidelines to technology entrepreneurs. A living enterprise is a mature and stable blue chip entity that is able to act on its own based on the structure of having a community involved in making business decisions. This study used a triangular selection process to narrow approximately 500 companies down to four companies. Using archival data to develop case studies, the growth processes of four technology companies (i.e., Apple, Microsoft, Oracle and Google) were investigated, analyzed, and compared. These case studies started by examining the backgrounds of the founders, development of the initial product, and beginning of operations to the point when each of them became a living enterprise.

The four case studies were used to build the model entitled General Growth Process: Concept to Living Enterprise. This model is a useful tool for entrepreneurs who want to start and grow their companies. The general growth process extended Larry E. Greiner’s models (1972), the model of organization development and the five phases of growth. In addition, Laurence Capron and Will Mitchell’s definitions of, build, borrow, or buy were incorporated as well as my addition and definition of abroad (i.e. international). Finally, this study provided detailed information on how each founder became a values-driven leader and built a living enterprise.

Keywords: concept, entrepreneurs, founders, growth process, growth strategy, growth options, living enterprise, organization life-cycle, product development, values-driven leadership.

Many IT projects fail despite the best efforts to keep these projects within budget, schedule, and scope. Few studies have looked at the effect of project risk management tools and techniques on project success. The primary focus of this study was to examine the extent to which utilization of project risk management processes influence project success. A secondary focus of the study was to determine if utilization of project risk management processes correlates with project success more than project manager experience, certification, level of education, and project size, type, or duration. To meet the objectives of the study, a survey instrument was developed and piloted. The final instrument was administered to a group of IT project management practitioners to assess the utilization of specific project risk management tools and techniques on a recently completed project. The answers were combined with the participants' self-reported project success as measured by end-of-project budget, schedule, and scope success metrics. While the results of the study did not point to a specific project risk management tool or technique to predict an IT project's success, valuable insight was gained when stepping back and looking at overall factors that influence project success. When looking at these factors, the researcher found there was a statistical correlation that indicated the use of project risk management processes as a whole are a better predictor of IT project success than a project manager's experience, certification, level of education, and project size, type, or duration in the majority of success areas measured.

Knowledge management (KM) professionals are instrumental drivers of innovation. Their individual understanding of innovation is of seminal importance as they are instrumental in archiving and structuring the world's largest knowledge storage and knowledge generation activities. Understanding how members of members of the Federal Knowledge Management Working Group (FKMWG) perceive innovation from the personal perspective is instrumental in assisting senior leaders and decision makers better train, organization, and recruit future KM professionals to meet organization needs. Key to understanding the KM professional's personal perceptions are gender, generation, job function, and job classification. This quantitative study was designed to explore and surface valuable information concerning how KM professionals working for the Federal government view innovation from a personal level. This study built upon the earlier work of Zhuang (1995), Zhuang, Williamson, and Carter (1999), and McLaughlin and (2013). This study expands the previous work by targeting the 650 KM professionals associated with the FKMWG on-line social community employing McLaughlin and Caraballo's updated survey instrument. The study found there are differences in how FKMWG members as a whole and how genders view innovation from a personal perspective, but found there are no differences in how generations or specific job classifications (technical verse non-technical) viewed innovation from a personal perspective.

The concept of open innovation has been highly popularized both in academia and industry for the last decade. Various types of firms have been studied from high tech to service. Yet, there has been limited academic review of open innovation as a collective business ecosystem. In particular, little research exists on how a business ecosystem is generated, how it adopts concepts associated with open innovation in its business practice, and what sustains an ecosystem over time.

My dissertation demonstrates how one business entity – Chez Panisse – started its business journey and how it practiced what is popularly called open innovation within its community for over 42 years. In order to do so, I closely observed and participated in understanding the California Cuisine ecosystem to collect data. I employed a single-case study method by incorporating in-depth interviews, participatory observation, as well as a thorough collection of publically available data. The research findings indicate that (1) knowledge spillover was a conduit to expand and grow the Chez Panisse ecosystem, (2) co-creation of products and services with ecosystem participants contributed to collective ecosystem innovation, and (3) social innovation and learning were key factors in strengthening the bond among stakeholders and enabled the ecosystem's expansion to the nation, and global level.

I introduce the concept of an Open Innovation Ecosystem as a business ecosystem that co-creates innovations with its stakeholders and captures co-created values collectively within the ecosystem. The Chez Panisse case illustrates how what is popularly referred to as open innovation can be practiced at the level of a business ecosystem and become an important factor in its growth and expansion. The research outcomes suggest that business practitioners should consider employing the approaches identified in this thesis if they are interested in designing, creating and growing or maintaining a business ecosystem. These results additionally indicate that participants of the Chez Panisse open innovation ecosystem stayed engaged because of the educational and social innovation aspects; therefore businesses may want to consider the role that education and social innovation can play in sustaining a healthy business ecosystem.

The problem in the nonprofit sector is a macro-economic problem involving implementation of concepts of economies of scale, and overcoming organizational and sector inefficiencies. The purpose of this research is to demonstrate that strategic restructuring is an innovative, successful management strategy for a nonprofit organization to maintain sustainability and maximize impact. This research study used three different research methods to demonstrate that idea. The first research method was a quantitative analysis of several different financial ratios using the MANOVA statistical test. The second research method was a qualitative analysis of interviews that the researcher held with 10 different third-party payers. The third research method was an archival analysis of 57 case studies of organizations that have gone through a strategic restructuring process from 2007-2010. This research failed to show conclusive evidence on the effectiveness of structural reorganization in terms of improvement in financial ratios. However, there is a definite perception among funders’ regarding the strategic restructuring process for nonprofit organizations, as well the case studies provided excellent evidence for what factors contribute to a successful strategic restructuring partnership. Funders do support strategic restructuring and want organizations to engage in this management activity, if the nonprofit organization feels it will further their mission. Given mission-focused leaders, team-oriented, mission-focused organizations, with continued financial support from third party payers, to fund consultants who use the strategic restructuring formula, strategic restructuring can be a tool to maintain sustainability in an economy that constantly challenges the principles of sustainability.

The objective of the mixed-methods research project was to expand understanding of economic incentives and barriers to international expansion for small and medium sized enterprises located in the coastal counties of South Carolina. Growing global markets are linked to increased opportunities for smaller enterprises to participate in international commerce. Limited understanding of incentives that enable success and techniques effective for overcoming barriers that restrict South Carolina firms from rewarding participation in international markets was the research problem addressed in the study. The purpose of the study was to explore the international expansion experience of leaders for South Carolina small and medium-sized enterprises and examine differences in leader-perceived levels of success for Lowcountry firms because of international status. The project was a mixed methods study using an exploratory, sequential design with an initial stream employing qualitative techniques followed by a subsequent stream using quantitative tools to analyze survey data. Qualitative interview techniques were used to engage a limited number of firms to acquire data on common internationalization experiences among participants. Three internationalization incentives and three barriers were identified. Hypotheses developed from the initial strand of the project were then answered using analysis of survey data collected via a census of the available population. Triangulation of data from two phases of the mixed-methods study revealed foreign market opportunity and supply chain resources as incentives, and ample domestic-market opportunity as a significant barrier to international commerce. Leaders of internationally active firms reported larger customer bases, larger numbers of employees, higher levels of competition, and higher five-year average rates of revenue growth.

Each year, over 300 billion dollars of print coupons are distributed, yet the redemption rate is less than one percent. As of 2010, 93% of the U.S. population has one or more cell phones providing anytime, anywhere access. Despite the 2009 economic downturn, Americans still spend 41% of their food budget outside of the home. The specific problem to be studied is the behavioral intention of young adults, 18 to 24 years of age, attending private, non-profit universities to use mobile coupons for casual restaurant dining. The purpose of this quantitative, cross-sectional correlation study was determining the relationship between five independent variables: (a) performance expectancy, (b) effort expectancy, (c) social influence, (d) fear of spam, and (e) opting-in; and one dependent variable: participants' behavioral intention to use mobile coupons for casual restaurant dining. The results demonstrated a strong positive correlation between all of the variables except fear of spam and the dependent variable: the behavioral intention to use mobile coupons for casual dining restaurants. There was no relationship between the fear of spam and the behavioral intention to use mobile coupons. This, in itself, was an important finding. Recommendations for using mobile coupons include coupon promotion as a component of the marketing mix, mobile coupons as a unique way of encouraging new menu items, creating an easy path to opt-in, and creative ideas for coupon face-value promotions. Mobile coupons have the potential to exceed the redemption rates of printed coupons.

This research analyzes the internal capital allocation decisions in Mexican family business groups using a novel approach in which allocation decisions are not only influenced by efficiency (firm performance) but also by the social connections among the managers of the funded firms and the family that controls the group. The results suggest that family ownership and group affiliation have economically large effects on firm performance, meaning that family firms outperform non-family firms and, within family firms, those affiliated with a business group exhibit higher performance than those standing alone. These findings also indicate that professional-managed firms outperform family-managed firms, except when the CEO is the founder of the firm; implying that founders have a personal bias toward their offspring because more competent individuals are not considered to manage the firm. Additional analysis reveals that the internal capital allocation process in Mexico is inefficient because there are strong nepotism practices that favor family managers over non-family managers. These socialist tendencies are aligned with the dark side theories of internal capital allocation, in which weak-performing firms receive too much capital (family-managed firms) and strong-performing firms receive too little (non-family-managed firms).

Keywords: Capital allocation, family business groups, social connections, corporate governance.

Automated Logistics Environment (ALE) is a new term used by Navy and aerospace industry executives to describe the aggregate of logistics-related information systems that support modern aircraft weapon systems. The development of logistics information systems is not always well coordinated among programs, often resulting in solutions that cannot be easily integrated or made interoperable with other information systems used within the Department of Defense. A phenomenological approach was used to explore ALE program managers' lived experiences of coordinating defense acquisition programs toward the goal of creating a common environment in which information systems are well integrated and interoperable. The business problems associated with smart aircraft diagnostic, prognostic, health and usage monitoring systems, and the challenges created by the large volumes of data that are being collected by sensors onboard newly deployed smart aircraft also were explored. This qualitative study was accomplished by conducting interviews with 18 logistics and information technology managers from Naval Air Systems Command, Naval Air Station Patuxent River, Maryland with first-hand experience in dealing with ALE. The study results were presented in the form of a composite description derived from the textural-structural descriptions for each study participant. Results of the study included the structures of meaning surrounding ALE and identified social, organizational, and other non-technical components of systems integration that have been largely ignored in the information systems literature. Study results also included the perceived benefits and disadvantages of a common Automated Logistics Environment. Future researchers should consider the rich opportunities available to study other system of systems environments in federal government agencies including the U.S. Department of Defense, military departments, and subordinate defense agencies. While scholars may desire to simplify complex phenomena, future researchers should take care to avoid oversimplification of systems integration constructs in system of systems environments. As shown by this current ALE study, some technical and nontechnical issues may be inseparable in a real world setting. The ALE study results indicated that research that focuses on either technical or non-technical aspects of systems integration may not fully account for dynamic, interrelated (and often subtle) factors and may restrict our understanding of systems integration.

The purpose of this qualitative collective case study was to examine the perceptions and lived experiences of senior leaders of three different small-to medium sized manufacturing companies, located in the state of Colorado, as related to success strategies and barriers to lean manufacturing implementation. Findings resulted in nine emergent themes: (a) lean manufacturing implementation should be implemented in a way specific to the context of the individual organization; (b) time, resources, and changes in customer demand present challenges in sustaining lean manufacturing implementation; (c) resistance to change is a barrier to lean manufacturing implementation; (d) small-tomedium sized companies use outside consultants and trainers for training staff on lean manufacturing implementation; (e) front line workers need to be trained to apply lean tools and concepts for successful lean manufacturing implementation; (f) front line workers have to own and believe in lean manufacturing for it to be successful; (g) senior leaders have varying definitions of what their role is in leading lean manufacturing implementation; (h) senior leaders have differing perspectives regarding the degree of leadership knowledge required for successful lean manufacturing implementation; and (i) senior leaders struggle to expand lean manufacturing implementation into support departments. Recommendations included (a) viewing lean as a philosophy for managing the business, (b) training and education for senior leaders, (c) defining senior leader roles in implementing lean manufacturing, and (d) strategies when using outside consultants in a company’s lean efforts.

Downsizing is common place in today's business world. Economic conditions and dynamic markets force companies to constantly evaluate their bottom line and work toward leaner operations to create better financial returns and organizational sustainability. As a result, downsizing or reductions-in-force have morphed from being occasionally used tools with `last ditch effort' stigma and association to commonplace, every-day options of the corporate strategy toolbox.

Focusing upon the overarching theme of organizational shock and understanding voluntary turnover post-downsizing, this study attempted to determine to what extent transitional change services offered to employees during times of organizational shock (such as downsizing) affect employees' feelings of commitment toward the organization and/or their intent to leave the organization. Survey data was collected from individuals employed by pharmaceutical companies having downsized within the last 5 years. The results were analyzed to determine whether the variables of organizational commitment and the sub-types of organizational commitment normative, continuance and affective commitment as well as intent to leave were impacted by the amount of transitional change services offered by their downsizing organization.

It was determined via data analysis results that whether services were offered or not, and regardless of the amount of services offered, those retained by the organization provided responses undifferentiated from those provided by respondents who were severed. In total, these results indicate despite the level of services provided, organizations post-downsizing are staffed with employees that may share the same reduced level of organizational commitment as those having been let go from the company. In sum, these findings demand consideration as to whether large scale organizational investment in transitional change services during a downsizing is a worthwhile endeavor at all.

The purpose of this study was to determine the key factors involved in operating a successful independent management consulting business. For those working in the independent management consulting industry or looking to begin, this study aimed to provide information to help define what success means and identify the most important contributors to achieving that success. The study gathered data via online survey and semi-structured interviews from people who have owned an independent management consulting business. Trends in the data were identified and compared with current research to determine the key factors in operating a successful independent management consulting business.

This research study examined the ecological damage in the Niger Delta area of Nigeria for the past over 50 years, which has resulted from oil exploration activities. It presents a detail review and analysis and a partial solution to the crisis that has metamorphosed from the neglect and abject environmental destruction the Niger Delta of Nigeria. The toll of environmental damage brought to the indigenes of the Niger Delta was investigated as well as the clamor of the indigenes against Shell Petroleum Development Company (SPDC) of Nigeria. The study’s objective was to identify the gap that exists between corporate social responsibility programs (CSR) of SPDC and the needs and aspirations of the indigenes of the oil producing communities of the Niger Delta and the reason that the Niger Delta has become unfriendly with the SPDC. The research unveils this gap as the absence of holistic management and suggests how a holistic concept in management could significantly add to the solution of the existing conflict between the indigenes and SPDC. The researcher conducted a qualitative research that focused on stakeholders’ perceptions, which succinctly sifted the reasons for the consequential unrest in the Niger Delta area of Nigeria. In order to address the prevailing problems, the researcher used descriptions, interpretations and transparency techniques for the purpose, analysis, and conclusions.

Mergers and acquisitions (M&A) have become an important business strategy to help improve organizational performance. M&As have been identified as one of the key strategies to help organizations compete in the global economy and have become attractive business strategies widely adopted and utilized among industries and global businesses. From the employee perspective, a merger or acquisition event can create uncertainty, changes and job losses. The literature suggests that some mergers and acquisitions fail not so much because of financial factors but more often because of the lack of integration of organizational cultures and other human factors. There is general agreement among some authors that studying human factors, rather than just M&A financial factors, provides a far better understanding of M&As' successes and failures. Research on M&As suggests that managers should encourage employees to support an organizational (or collective) identity in order to maximize the positive outcome of M&As. Through an extensive systematic review of the literature and an evidence based research methodology, this dissertation critically analyzed and examined the following questions: 1) How does the process of cultural integration during the post-merger and acquisition (M&A) period impact the performance outcome of M&As, specifically, on employee commitment, employee turnover rates and employee job satisfaction? 2) What is the impact of employee identification with the organization in the M&A's organizational cultural integration process? 3) What is the effect of leaders' communication on employee identification with the organization during the post-M&A cultural integration period? Based on the findings from the systematic review of the literature, the research questions are addressed and recommendations for ensuring successful post-merger and acquisition (M&A) cultural integration are presented.

Addressing the needs and wants of the customers increases the intention of the customers to remain loyal to the company that satisfies their wants and needs. Knowledge Management (KM) and Customer Relationship Management (CRM) have both been shown to impact customer behavior. The purpose of this thesis was to explore and understand the impact of KM supported by a CRM on customer behaviors, specifically customer loyalty and customer perceived value. The results indicate that in order for KM and CRM to be effective in affecting positive changes in organizations, certain conditions need to be met. These include having employees perceive the importance of the implementation of KM and CRM approaches / processes through incorporating both KM and CRM in the business culture. All employees of all levels of the company need to have the same objective, scope and roles and responsibilities are clear defined and communicated. Both KM and CRM end-to-end processes need to be supported by one stable, easy to use, and easily accessible system with a high sophisticated search engine. The significance of this study is three-fold: for the academic community, for the companies that aim to attain competitive advantage over others, and for the customers of these companies.

As the baby boom generation approaches and enters traditional retirement ages, the owners of small professional service firms are being inundated with advice concerning how to implement a business succession plan. While much of the advice may be valuable and sound, a significant portion of this advice appears to be derived from a one-size-fits-all approach that ignores, or fails to address, the needs, desires, and personal characteristics of the business owner. Small business succession planning advice often involves growing the business into a self-perpetuating organism. However, many small business owners may not want to do what is necessary to manage a business for optimum succession planning. The researcher used a quantitative research methodology to identify antecedents to business succession planning in small, relationship-dependent service businesses. The research combines concepts from the Theory of Planned Behavior and from the family business succession planning literature to identify potential owner characteristic and situational antecedents to business succession planning. The study focused on a sample population of owners of small financial-services businesses affiliated with one broker-dealer. Most of the sample population offers tax and accounting services in addition to their financial services. The population is in the business of planning for their customers but to a large extent neglect or choose not to plan for their own ultimate exit from the business. While business owners face many choices and obstacles in preparing their firms for their eventual exit, this study indicates that the decision to pursue business succession planning by the owners of small, relationship-dependent service businesses is overwhelmingly driven by the business owners’ perception of the availability of a qualified successor. Thus the decision to pursue business succession planning by this sample population is more likely to be a reaction to circumstances than a proactive choice driving the owners’ business decisions.

The percentage of failure in traditional project management is high, as nearly 70% of projects fail (The Standish Group, 2009). Unsuccessful projects impact businesses, customers, and society in sizable ways.

Project success and failure research fit into two categories: (a) project management methodological issues and (b) leadership and organizational behavior issues. Most research focuses on the former. This research addressed the later, specifically examining Information Technology (IT) project workers who reside in the United States.

The central research question was, What is the optimal organizational culture for IT project teams such that success factors are enhanced and failure factors are lessened? A mixed-methods study was designed and implemented. For Phase One, an internet survey was conducted using Cameron and Quinn's (2006) Competing Values Framework (Organizational Culture Assessment Inventory (OCAI)) and compared to a measure of IT Project Success. For Phase Two, qualitative interviews were carried out using Schein's (2004) Three Levels Model of organizational culture, and then a Thematic Analysis was completed to obtain an optimal culture model.

One hundred forty-one participants completed Phase One. Results showed no significant correlation between the four culture types (Clan, Adhocracy, Market, and Hierarchy) and IT project success. For Phase Two, 15 participants of varying job roles and demographics completed interviews. Applying Thematic Analysis techniques, 175 codes related to leadership and organizational behavior issues were determined, which produced twenty-six themes.

The findings from Phase Two produced a set of interrelated organizational culture factors that IT project workers believed were optimal for project success. The framework was termed Enlightened Information Technology Project Culture (EITPC)TM and comprised four dimensions: (a) organizational behavior/leadership, (b) processes, (c) support, and (d) technology. The results suggest that if managers and consultants implemented this model, or applicable factors, that their IT projects would likely have greater success, or lower degrees of failure.

Suggestions for future research is to continue to study leadership and organizational behavior issues of project teams. Additional research is needed on the Enlightened Information Technology Project Culture (EITPC)TM framework to determine whether differing demographics of IT workers and company (or project) types impact the results.

Small businesses represent 99.7% of all employers in the United States and account for 63% of new jobs; however, 50% of small businesses fail within 5 years of operation. The purpose of this multiple case study was to explore strategies that some small restaurant owners used to succeed in business for longer than 5 years. The sample population for the study was the owners of 3 small restaurants in the northeastern region of the United States who have a minimum of 5 years’ experience in operating a successful business. Chaos theory provided the conceptual framework for the study. Data collection methods were semistructured interviews and review of company documents and archival records. Member checking of interview transcripts was used to strengthen the credibility, reliability, and trustworthiness of the findings. Based on the methodological triangulation of the data sources and using the van Kaam process, themes emerged. The principal themes that emerged were networking, customer satisfaction, and leadership. The findings from this study may contribute to positive social change by providing strategies that small business owners need to be successful and possibly improve the prosperity of the community and local economy.

The central question addressed was what motivates small business leaders to incorporate social responsibility in their companies' mission, vision, and culture. In particular, there is a knowledge gap about what motivates small business leaders to take both financial and non-financial actions to support their employees, their local economies, and their communities. Interviews with three small business owners in Michigan were coded to identify key emergent themes explaining why small business leaders contributed to their local communities. Theoretical or conceptual support for the study included Carroll's social performance model, Vroom's expectancy theory, and CCI strategies. The literature review included that of motivation and social responsibility. The interviews were coded, analyzed, and six themes emerged. The participants were concerned with being socially responsible and motivation comes from defining social responsibility and finding ways to fulfill a need. Employees play a key role in creating and continuing an environment set by the example of the owner and this is done through repetition, thus aligning business practices with being socially responsible. Lastly, connection to people helps build relationships, while being cognizant of initiatives to protect the environment, thus Going Green initiatives. After the research, the researcher developed the Small Business Community Involvement model (SBCI), based on the themes. This model can help small business leaders looking to partake in socially responsible activities. This study is significant because it will improve understanding of social responsibility in the small business sector.

Some managers lack an effective strategy for aligning sales promotion strategies with consumers' buying attitudes in a recession. The intent of this comparative design was to determine the most effective sales promotion strategy for sales improvement and business sustainability during a recession. The theories of (a) sales promotions, (b) consumer behavioral metrics, (c) price reductions, and (d) strategy in a competitive environment represented the theoretical framework that grounded and complemented this research. Using a confidential paper-based survey and random sampling method, preference data were obtained from 287 consumers in retail stores located in a city in the southern United States. This analysis comprised examining the effects of types of sales promotions and gender of customers. Statistical tests for the data analysis encompassed a 4X2 ANOVA and Bonferroni post hoc tests for mean pairs. The principal findings from the analysis were that there is a significant difference in buying attitudes means among the 4 types of sales promotion in a recession [F(3, 279) = 101.360; p = .000 < .001; Partial &eegr;² = .522]. However, there is no significant difference in buying attitudes means in a recession [ F(1, 279) = .000; p = .999 > .05; Partial &eegr;² = .000] between genders. Price discount strategy had a higher buying attitudes mean than did any other type of sales promotion under study for both genders. The most effective strategy for aligning sales promotions with buying attitudes in a recession is price discount. Implications for business practice and positive social change include the sales increase in a recession, improvement of lifestyle of individuals, and reduction of negative tendencies such as crime and poverty associated with unemployment.