Finance and Financial Management Commons^™

Nonprofit Leader Experiences In Sector-Bending After Lean Six Sigma Training: Tension, Concepts, And Changed Behaviors, Beverly Codallos

Dissertations

Government, business, and nonprofit represent three distinct types of organizations governed by different legal frameworks designed to facilitate collective action (DiMaggio & Anheier, 1990). The emergence of hybrid forms and increasing isomorphic pressures in the nonprofit sector (Bromley & Meyer, 2017; McCambridge, 2014) have challenged the traditional separation of organizational forms. This study explored the phenomenon popularized as sector-bending, “a wide variety of approaches, activities, and relationships that are blurring the distinctions between nonprofit and for-profit organizations, either because they are behaving more similarly, operating in the same realms, or both” (Dees & Anderson, 2003, pg. 16). This qualitative study …

The Dark Side Of Leadership: Mid-Level Managers And Their Experience With Hubristic Behaviors Of Executives, Leili Sadaghiani

Dissertations

Purpose: The purpose of the study is to identify the emotional reactions of mid-level managers to executives’ hubris behaviors in a corporate setting.

Methodology: This leadership study uses qualitative phenomenological methodology was executed to explore the lived experiences of mid-level managers with past executives who practiced hubristic behavior.

Findings: The findings of this research on the lived experiences of mid-level managers with hubristic behaviors of executives suggest that the lack of support lessens the mid-level manager’s confidence; with little support; the mid-level manager was either afraid to fight the executive or gave up trying; the mid-level manager faced stress even …

Value Creation By Private Equity Firms: A Resource-Based View, Kei Pang

Dissertations

Despite the growing importance of the private equity (PE) industry in the United States, it is unclear how PE firms create value. This study contributes to the PE literature and strategic management research by examining PE firm resources and competencies that drive the success of equity-backed management buyout deals. Specifically, my work proposes a framework to describe the key value creation drivers and sub-drivers that position PE firms for success in all four stages of the PE value chain: Fund Raising, Deal Sourcing, Governing/Managing, and Exiting. I utilize Porter’s (1985) value chain analysis (VCA) and the resource-based view (RBV) to …