Business Commons^™

An Autoethnograpy Of A Baby Boomer In Higher Education: Challenges And Catalysts For Change, Deborra Finlan

Theses & Dissertations

Higher education as a baby boomer brings mental, physical, and economic adjustments, concerns, and insecurities. Additionally, life delivers unexpected challenges and barriers which can cause hardships requiring various types of motivation. Fortunately, there are also catalysts which can contribute toward successes. Literature from four major elements were the focus in this study: motivation, adult learning, challenges, barriers, and catalysts. Theorists and theories included Vroom’s expectancy theory of motivation with the added factor of cost, and Ryan and Deci’s theory on self-determination; Mezirow’s transformative learning and Knowles’s self-directed learning; Cross’s theory on educational barriers—situational, dispositional, and institutional; and Cobb’s social support …

The Role Of Leaders' Motivation, Entrepreneurial Leadership, And Organisational Agility In Social Enterprise Sustainability, Brian Karno Jan, Mira Maulida

The South East Asian Journal of Management

Research Aims: Expand the insights for social enterprises (SEs) to sustain their economic and social performance, considering the impact of leader’s motivation, entrepreneurial leadership, organisational agility, and competitive advantage.

Design/Methodology/Approach: The dataset was obtained from a survey of 102 SE strategic leaders in Indonesia, which was processed using PLS and SEM to test the hypothesis.

Research Findings: Motivation has a positive effect on entrepreneurial leadership but not on organisational agility. Entrepreneurial leadership has tridirectionally relationships with organisational agility, competitive advantage, and social firm performance. Organisational agility has bidirectional relationships with competitive advantage and economic firm performance, whereas competitive advantage only …

The Museum Professionals’ Experiences Survey: Assessing Motivational Processes In Museums Through The Context Of The Organizing Framework, Devin E. Geraci

Museum Studies Theses

Through the development and evaluation of the Museum Professionals’ Experiences Survey, this research blends Museum Studies and Organizational Behavior to understand managers’ perceptions regarding employee motivation, key drivers of motivation, trends in professional experiences’, and the different experiences of management and non-management personnel in the context of museum workplaces. With responses from 276 museum professionals in the United States, the application of this knowledge can be used to develop a workplace climate that encourages job satisfaction, high performance, and organizational commitment, and thus more positive outcomes for the museum. Recent controversies and public testimonies are evidence of negative professional experiences …

Breaking The Chains: The Inverted-U-Shaped Relationship Between Action-State Orientation And Creativity Under Low Job Autonomy, Ronald Bledow, Jana Kühnel, Mengzi Jin, Julius Kuhl

Research Collection Lee Kong Chian School Of Business

When the social fabric of organizations limits individual autonomy, new ideas are needed that satisfy a person’s will as well as the constraints imposed by the social context. To explain when people achieve this synthesis and display creativity under low job autonomy, we examine the influence of their action-state orientation. The theory of action versus state orientation contrasts two responses people display when faced by a situation that conflicts with their will. An actionoriented response entails that people readily disengage from processing the situation and initiate goal-striving, while a state-oriented response entails that people remain focused on the situation. We …

Lessons From Psychology For Law Practice Management, Peter G. Glenn

Dickinson Law Review (2017-Present)

No abstract provided.

Self-Actualized Leaders’ Relationships With Dynamic Teams, Joseph Walter Pieri

Theses and Dissertations

A recent study of 831 companies around the world found that employees on average tend to spend 54% of their time working within teams (Frey et al., 2013). Today, this number is estimated to be an additional four to six percent higher (Gallup, 2020). Despite the upward trend of increased reliance on team-based structures in effort to improve productivity and boost morale, research reveals approximately two-thirds of U.S. employees are not engaged in their workplace (Gallup, 2020). More than half (51%) of workers merely go through the motions of their job, barely meeting minimum position responsibilities. However, leadership is essential …