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Weatherhead Doctor of Management Programs
Show moreWith the current competitive challenges facing for-profit and nonprofits organizations, observers have advocated the implementation of internal entrepreneurial actions as a response. Internal entrepreneurship – defined as risk taking, innovativeness, and proactiveness actions – are examined to determine what mechanisms are at work in promoting these actions among both managers and employees in organizations. Four organizations – two from each sector – were studied using a grounded theory approach, with semi-structured qualitative interviews performed with 15 managers and employees. Data analysis and coding resulted in a conceptual model that provides a parsimonious explanation of the mechanisms that promote entrepreneurial actions in organizations. Three key mechanisms that stem from individual, managerial, organizational, and situational characteristics – trust, motivation, and an enabling mechanism – were identified as key mediating variables and represent constructs that have not been previously studied in the context of internal entrepreneurship. Given the small sample of the study, future large scale hypothesis testing research is called for.
Doctorate of Management Programs
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Show moreWhat are the critical elements contributing to successful collaboration among nongovernment organizations working together to tackle wicked social problems in super stressed environments? What role does the funder play in aiding the success of such collaborative endeavours? We used a combination of collaborative theory gathered primarily from research conducted in the developed world among both for profit and not for profit entities, together with practitioner observations to examine two different possible sets of influencers on the performance of collaborative projects: the dynamic among the collaborating partners expressed in terms of role clarity, conflict management and interorganizational trust – as well as the impact of the support and control provided by the funder. The dimensions of formalization, centralization and complexity were added to create a mediated model that extended the limited body of work on how structure influences collaboration. Using data collected from NGOs involved in the HIV/AIDS struggle in South Africa and their funders (both local and international), we found that collaboration in this environment is more art than science and that the conventional wisdom of the developed world may not be readily transferable. Funders interested in being part of collaborative projects that deliver on their stated objectives should seek opportunities where they can act as the dominant financial resource for the project, and in addition, must be thoughtful in selecting the right mix of controls and non-financial supports given that the formal controls they typically impose do not appear to lead to enhanced collaborative performance. Within the collaboration, the ability to resolve conflict constructively is of critical importance, as is the ability to differentiate between activity and meaningful inter-partner engagement. Additional work is required to provide definitive guidance with regard to the impact of structure, but early indications are that collaboration leaders need to pay careful attention to the dimensions of centralization and formalization, since both appear to have a non-linear relationship with collaboration performance. Keywords: NGO; collaboration; super-stressed societies; wicked problems; funders; collaboration structure; funder controls; funder supports; role clarity; interorganizational trust; conflict management; collaborative behavior; collaborative performance
Doctorate of Management Programs
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Show moreA qualitative study on team member interactions on projects suggests that successful teams are actively engaging in continuously constructing and maintaining a shared reality with one another through the process of making accounts. As a result of this study we propose extending the management definition of accountability to encompass the process of making accounts in the construction of a shared reality. This study found that the accountability process requires an environment of communication promotion, adequate time to develop a shared reality and a willingness by team members to continuously adapt their shared reality in response to new knowledge. This study also suggests that this accountability practice that maintains their shared reality is instrumental in supporting a team’s ability to create new knowledge together. This new knowledge is created by the team engaging in teaching and learning from one another, actively correcting misconceptions and leveraging shared constructs which leads the team to use their knowledge to create simple solutions. Finally, these successful teams expressed positive emotions about their project experience as they developed a shared reality. In the absence of a shared reality project teams find themselves isolated and disconnected, creating complicated solutions and living in emotional turmoil throughout the project. Keywords: Teams, Shared Reality, Accountability, Emotions, Shared Cognition, Sensemaking, Thinking, Knowledge Creation, Accountability
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