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Show moreThe 1986 Annum represents a student perspective on the events and personalities of the 1985-1986 academic year. The yearbook includes information about and images of individual students, members of student clubs and organizations, athletics, performances, the campus, faculty, and major events of Case Institute of Technology, School of Management, Western Reserve College ; color image of printed multi-page document.
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Show moreThe 1987 Annum represents a student perspective on the events and personalities of the 1986-1987 academic year. The yearbook includes information about and images of individual students, members of student clubs and organizations, athletics, performances, the campus, faculty, and major events of Case Institute of Technology, School of Management, Western Reserve College / color image of printed multi-page document.
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Show moreThe 1988 Annum represents a student perspective on the events and personalities of the 1987-1988 academic year. The yearbook includes information about and images of individual students, members of student clubs and organizations, athletics, performances, the campus, faculty, and major events of Case Institute of Technology, School of Management, Western Reserve College / color image of printed multi-page document.
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Show moreThe 1990 Annum represents a student perspective on the events and personalities of the 1989-1990 academic year. The yearbook includes information about and images of individual students, members of student clubs and organizations, athletics, performances, campus, and major events of Case Institute of Technology, School of Management, Western Reserve College ; color image of printed multi-page document.
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Show morePurpose: This paper aims to critically examine the relationship between Fun at Work, Manager Job Satisfaction, and Employee Job Satisfaction and their Independent variables Role Model, Selflessness, Personal Fulfillment and Joy of Training. Approach: This paper is based on quantitative research into Fun at Work. A total of 338 Managers and Employees of advertising, marketing and sales professionals in the Albany, NY/Capital Region Market was used in this sample. The study was separated into two parts: Managers and Employees, and examined the role of Mentoring, with particular attention to such factors as Selflessness, Manager as a Role Model, Fulfilling Work and the Joy of Training. Findings: The data revealed several interesting findings, especially with regards to training employees. It seems that the amount of Job Satisfaction a Manager has while training an Employee is directly affected by the amount of Fun they are having in the process. And, if a manager is not having Fun while training employees, his degree of Job Satisfaction is significantly diminished. We also discovered that the importance of being a Role Model was less significant for employees’ Job Satisfaction—both directly and indirectly—than previously believed. This study contributes to the Fun at Work literature by providing new data on the effect that Mentoring has on the Mentor—an area that is rarely studied, and has very little academic literature. Practical Implications: Fun at Work is not accomplished by throwing luncheons, picnics or parties. It is accomplished when organizations create a culture where Managers and Employees are engaged in Meaningful and Challenging Work, and where they can contribute, and feel Empowered to make decisions. This leads to increased Job Satisfaction which leads to higher Productivity. Keywords: fun; mentor; role model; selflessness; joy of training; personal fulfillment
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Show moreThis study investigated factors influencing community college student academic retention, specifically a student’s commitment to learn. Data was obtained from two local community colleges, and the study’s proposed model was evaluated using structural equation modelling. Student Identity Capital and Relational Climate functioned as mediating factors influencing academic retention as they relate to supportive faculty behaviors. Direct effects of supportive bonding faculty behaviors on academic retention were also considered. Results supported mediation from student identity capital to academic retention, and relational climate was found to be insignificant. Finally, supportive faculty behaviors proved to be a significant factor overall in the evaluation of the model’s relationships. Overall, the results suggest that supportive bonding faculty behaviors is a primary, significant factor when addressing a student’s academic commitment to learn. Suggestions for future research and recommendations for practice are provided. Key words: Bonding Faculty Behaviors, Empathy, Care, Humanness, Identity Capital, Academic Retention, Commitment to Learn, Relational Climate, Shared Vision, Compassion, Relational Energy, Community College
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Show moreThe 5/18/1981 Case Western Reserve University commencement program was distributed at the convocation ceremony held to honor graduating students. It lists the speakers and participants in the ceremony, student awards. Commencement ceremonies held on 8/20/1980 and 1/7/1981 are also included. The schools and colleges included are: School of Library Science, School of Management. The presence of a student's name in the commencement program should not be interpreted as an official verification of a degree. Nor should the absence of a student's name be considered proof that a student did not graduate.
University Archives Commencement Collection
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Show moreThe 5/19/1996 Case Western Reserve University commencement program was distributed at the convocation ceremony held to honor graduating students. It lists the speakers and participants in the ceremony, student and faculty awards, honorary degree recipients. Commencement ceremonies held on 8/18/1995 and 1/19/1996 are also included. The schools and colleges included are: College of Arts and Sciences, School of Dental Medicine, Case School of Engineering, Graduate Studies, Law School, School of Management, School of Medicine, School of Nursing, School of Applied Social Sciences. The presence of a student's name in the commencement program should not be interpreted as an official verification of a degree. Nor should the absence of a student's name be considered proof that a student did not graduate.
University Archives Commencement Collection
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Show moreUsing the real world laboratory of one leading private equity (PE) firm, this paper attempts to directly connect professional competencies to performance outcomes, and more specifically, to skewed performance distributions. Though no extant research appears to focus on the shape of PE return distributions, data presented in multiple studies indicates that returns are right skewed at the levels of funds and individual portfolio company investments. At both levels, a small percentage of actors drive an outsized portion of industry returns. This paper finds that within one leading PE firm, this right skew exists at both the levels of individual investments and investment professional portfolios. The paper then leverages methods from organizational behavior, finance, and statistics to identify the mixes of investment professional competencies that distinguish right-tail outperformance within the analyzed firm, and then attempts to link these items to investment outcomes. The paper finds that professionals who lead outperforming investments tend to excel in three different clusters of competencies and related style elements (identifiable behaviors that may be based upon groups of competencies), that they display more robust and varied toolkits within each cluster than do professionals who lead underperforming investments, and that these mixes contribute to investment outcomes in identifiable ways. Keywords: Competencies; competency clusters; power laws; private equity; private equity returns; skewed distributions; leadership styles
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Show moreDo leaders who define their business in terms of achieving a greater purpose as well as financial profit attain more favorable outcomes in terms of both profit and social or environmental outcomes? When those leaders approach their business with a sense of connectedness (or what we call a “consciousness of connectedness”), do they create an environment in their organizations with higher levels of shared vision, greater compassion and collaboration, and does this in turn lead to positive social and environmental outcomes as well as better economic outcomes? This exploratory research is aimed at investigating how a consciousness of connectedness within leaders, combined with a business intent that includes serving a greater purpose, impacts economic, social and environmental outcomes of business organizations. Based on a quantitative survey methodology with 322 respondents consisting of business owners, senior executives and middle managers from a cross section of industries, our findings suggest that greater purpose, and a leader’s consciousness of connectedness, may have a measurable impact on the relationships and climate within organizations and on perceived output in terms of economic prosperity and positive social and environmental outcomes. Keywords: Connectedness, consciousness, leadership, flourishing, mindfulness, spirituality, social and environmental impact
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Show moreFirms have outsourced since the infant days of manufacturing. Many firms find that the ability to fill gaps in their expertise or gaps in human capital with individuals outside the organization is crucial to keep pace with customer demand. Much has been published about the decision making process and resulting impacts of outsourcing from business operations point of view, with financial considerations being extensively explored. But less has been published about the relationship between outsourcing and the identity of the organization engaged in outsourcing. Worldwide IT spending was estimated to be $2 Trillion in 2013 with approximately 12% directed to outsourcing services. The potential impact of outsourcing on a given IT organization is significant, as individuals outside the organization are brought in to keep pace with customer demand and new service development. Therefore this study examines changes in the identity of IT organizations being the target of outsourcing. Semi-structured interviews among 25 senior IT and corporate staff managers offer the following findings: 1) an IT organization’s identity can be oriented along a continuum of strong and weak; 2) IT organizations outsource in different ways based on their identity orientation; 3) Outsourcing can influence the IT identity approach taken to be Intentional or Emergent; and 4) IT organizations possess patterns of Emergent and Intentional approaches to identity. These findings create a conceptual framework for practitioners regarding cognitive awareness of identity in IT organizations in outsourcing decision making and for researchers who look to further what is known about IT outsourcing and its impact on an organization’s identity. Key words: Outsourcing, Organizational Identity, Decision Making, IT?
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Show moreOrganizations make significant investments in enterprise-wide system development — also known as enterprise resource planning (ERP). They deploy several governance mechanisms to achieve strategic goals associated with the system implementations. Yet, success in such endeavors remains elusive. To improve success rates, companies have, for some time, deployed organization-wide executive steering committees which oversee these initiatives. Still, scholars and practitioners have limited understanding of what makes these committees, if at all, successful. This study contributes to limited research on steering committees by examining engaged steering committees (in contrast to portfolio balancing committee)—which oversee enterprise-wide system implementations—success in enterprise-wide system implementations in three ways. First, founded on information processing theory this research extends how a steering committee can successfully grapple with ERP project implementations through stacking up absorptive capacity. Second, the paper develops a new process quality construct and finds that creating effective steering committee processes contributes to project success. Third, the paper finds that environmental and relationship uncertainty have a negative effect on a steering committee’s ability to achieve enterprise system implementation success and the level of uncertainty moderates negatively the impact of absorptive capacity. Several conclusions for practice and theory of complex system implementation governance are suggested. Key words: Enterprise systems; enterprise resource planning (ERP); implementation; governance; steering committee; project performance; information processing view, absorptive capacity, committee effectiveness, uncertainty.
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Show moreThe focus of this study concentrates on understanding the antecedents that explain post implementation interaction of End-User Analysts (EUA) within unique environments of Enterprise Resource Planning Systems deployment. Although contemporary literature on ERP Systems explain the relevance of End-User Analysts (EUA) at various spheres of post implementation space, we are yet to understand first, what explains End-User outcomes on Post Implementation Processes within ERP Systems. Also how and to what extent do End-Users involvement transform Post Implementation deployment outcomes. In minimizing perceptible projections in post implementation environments, we posit that End-User Analysts are strategically structured within post implementation environments to complete the profile of a robust futuristic implementation space within business structures. A distinct understanding of the root causes of implementation failures with Lead-users in sight will help minimize capital loss in both private and public sectors while mitigating against an organizations predisposition for risk. Our hypothesis is supported by multi-level structures consisting of three (3) organizations and thirty (30) respondents. Our research further suggests that End-User Analysts are of compelling value to a challenged implementation proposition. User Systems that are inflicted with failing systems, the value proposition could be the successful End-User who evolves to become the Lead User that has developed requisite skills to adapt rather than adopt lingering issues and present a fix pattern that works for challenged scenarios. Key Words: Enterprise Resource Planning System, Configuration Design, End-User Analyst, Lead User Adaptability, Lateral Assimilation, Structuration Theory, User Effects, User Contribution, User Systems, Post Deployment
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Show moreIn post-secondary institutions, the one key ingredient to student success rates is faculty engagement. Community colleges have become the entry points for many students with the ending desire to attend traditional four-year colleges. They offer more individual attention, educational focus, and a greater degree of engagement between faculty and the students. Based on the belief that engagement factor becomes the pivotal contributors to institutions and their respective student success. Engagement is separated into various forms that lead to the success of faculty members. This study separated two very different forms of engagement, cognitive and emotional engagement. The findings of this study reveal an amazing trend delineating factors that contribute to engagement. Resoundingly, the data reveals that emotional intelligence (EI) is by far the greatest indicator of both cognitive and emotional engagement. In addition, these findings also show the individual constructs which comprise the EI competencies and how they are able to relate directly and indirectly to engagement. Finally, this study shows, with empirical evidence, the effect of shared vision on engagement using EI competencies. Essentially, this quantitative report identifies engagement factors as mediated through shared vision using EI competencies in post-secondary education. Key words: Community college, cognitive engagement, emotional engagement, student success, shared vision
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Show moreThe management of organizational knowlegde has become an increasingly important discipline. Knowledge management can be defined as doing what is needed to get the most out of knowledge resources. The origin of a firm's capabilities is enabled through the knowledge in the minds of its employees and integrated business partners. Today organizations rely on key managers and decision makers who individually or collectively possess a profound understanding of specific domains that influence the decision-making process and activities of the organization. This knowledge along with contextual experience allows them to act more quickly, accurately and decisively enabling them to achieve objectives and improve work processes tht enhance organizational effectiveness. Most of these initiatives are organizaed through special project teams who goal is to resolve problems or to introduce new methods of performing work functions which reduce costs or create revenue opportunities for the organization. A special project is a temporary endeavor undertaken to accomplish a unique purpose. A project team is essentially a small organization within an organization and therefore the management of its team member's knowledge is also paramount if the team is going to fully realize its potential and achieve its unique purpose objective. The focus on knowledge management specifically in project teams is relatively new. In the project team environment, this requires a systematic process for acquiring, creating, synthesizing, sharing and using information, insights and experieces to translate knowledge and ideas into measurable organizational value (Marchewka 2003). The exploration and study of the factors that promote knowledge sharing among team members in information technology related projects is the focus of this research.
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Show moreWide ranges of organizations are explicitly rejecting the norms of rational bureaucracy in designing and running their organizations. Grounded in a qualitative study of those organizations, this paper seeks first to identify some common structural commonalities, and differentiate them from the traditional hierarchies, and second to develop a theoretical framework for understanding them and assess the way they foster internal commitment for desired purpose. We interviewed 61 individuals from 12 organizations in diverse sectors and different geographic locations. We discovered emergent novel forms and practices. We developed a conceptual framework to capture the main discoveries, not as models of perfection, but as efforts of radical change to realize wholly different values and challenge the dogma that sees organizations as competitive machines. They are serious initiatives to break from the traditional institutional grip of the hierarchical commanding structures and move towards unique libertarian forms that are based on guiding principles and purposive inquiry. It is in the conceptualization of alternative (a) forms of organization; (b) governing systems; and (c) practices that organizational theory has been the weakest. This paper is important to both academicians and practitioners who seek to understand alternative forms and practices to organize and design sustainable organizations. Key words: Management innovation; organizational innovation; self-organization; selfmanagement; organizational commitment; organizational forms; network organization.
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Show moreIt is believed that symbiotic visions can drive employees and organizations toward a common objective based on the premise that people will attain a higher level of motivation and engagement when they are working toward a personal purpose. The field of organizational development has been aspiring to help organizations and people align their vision for decades without much, if any, empirical support for the assumption that alignment helps. This qualitative study examines the impact of a company’s aspirational vision statement, or higher purpose, on motivating and engaging employees. The presence and lack of congruency between senior managers’ personal callings and their company’s vision was examined. One observation was that most senior managers within organizations with a well-developed and widely known higher purpose vision have personal goals or a personal purpose. When alignment is felt through the sense of the greater purpose, there is a deep, almost spiritual, commitment to making the world a better place and helping the organization be a contributing part of that. When alignment is felt through the organization’s alignment to one’s personal goals or values, there is a great sense of commitment, but a clear delineation between work and life ambitions. One of the key findings is that personal purpose and company vision alignment does appear to drive motivation and engagement, but in different ways, depending on whether a person is primarily purpose driven or goal driven. It was observed that some of these executives had a deep and far reaching sense of purpose which seemed tied to driving the intent of the organization’s higher purpose vision. Others had a goal-oriented way of describing their purpose which appeared more instrumental in helping move the organization toward its overall objectives and purpose. Key words: purpose; higher purpose; calling; meaning; vision; shared vision; motivation; engagement; relationships.
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Show moreSmall and medium-sized enterprises (SMEs) are the largest engines of job creation and innovation in the U.S. and many parts of the world—yet most of them fail within the first five years of being opened. While the factors that contribute to their failures have been well studied, there is little empirical research about how they survive difficult economic periods. How can SMEs compete and grow in the face of today’s complex, turbulent, and fiercely competitive business environment? The aim of this study is to provide a better understanding of how leaders of successful SMEs enable their businesses to survive and compete in such an environment. Semi-structured interviews with the leaders of 32 SMEs were conducted in order to understand their “lived” experiences in managing their businesses. Their responses reveal that, in challenging periods, what primarily distinguishes SMEs that survive from those that fail is advance preparation through continuous learning coupled with the leader's ability to engage his or her workforce in leadership practices and decision-making to pursue common goals. Thus, contrary to traditional resource-based research on SMEs, this study supports a knowledge-based view and extends dynamic capabilities theory of how SMEs create and sustain competitive advantage. Keywords: leadership; strategic leadership; competitive advantage; small and medium-sized enterprise; resources-based view; knowledge-based view; dynamic capabilities theory; reciprocity relationship; positive culture; time management; business survival.
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Show moreThis study investigates how managers, executives and professionals (MEP) working 50 or more hours per week and using Information Communication Technology (ICT) to stay connected with their work 24/7 manage their energy and thrive at work. Based on interviews with these subjects, we learn that they have adapted ICT to help them achieve the goals of their “protean careers” and meet the challenges of the transitional or liminal workplace. We also discovered that they function in an autopoietic fashion to rejuvenate themselves in the work domain by physical exercise, managing relationships, and through introspective reflection. We were surprised that for many MEP, the long hours and constant connection to the work domain are not as draining as dealing with human resource related challenges. Perhaps most significantly, we describe the evolving temporal and spatial boundaries of the modern work domain, its increasing complexity and implications for future research in this stream. Key words: Liminal; work–life balance; communication technology; protean career; reflection, exercise; emotional contagion
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Show moreThe complexities of global business and the need for rapid, effective responses to problems that cross borders and span cultures demand an understanding of why transnational multiparty collaborations have failed and why they have succeeded. At the core of this work is 1) understanding the role that culture and identity play in creating a meta-identity built on the strengths of individual and organization identities and the sameness those identities represent; 2) the development of strong connectedness between the parties and 3) the creation of a shared vision of what is trying to be achieved. Ultimately the strength of the meta-identity surpasses the strengths of individual identities without the loss of same to transition to a place where collaborative success can occur. This paper analyzed qualitative data through grounded theory techniques and respondents reported their experience on successful transnational multiparty endeavors and unsuccessful experiences. This paper summarizes the findings from twenty seven interviews conducted with professionals in a variety of businesses encompassing the government, profit and non-profit sectors representing six nations and four indigenous populations for the purpose of understanding the behavior of transnational, multiparty collaboration. Key implications from this study include the need for the understanding and awareness that the management of distinct cultures should be considered the management of a hygiene factor that can only dissatisfy and that the emphasis and effort be spent building on the strengths of individual identities, development of strong interconnectedness and the creation of a shared vision.
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