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Leading In The Real World: Operationalizing A Power-Based Model Of Collaboration For Leadership Experiential Learning, Mariana J. Lebron, Filiz Tabak
Leading In The Real World: Operationalizing A Power-Based Model Of Collaboration For Leadership Experiential Learning, Mariana J. Lebron, Filiz Tabak
Organization Management Journal
Using a power-based conceptual framework, we present a collaboration model to guide faculty and student affairs (SA) staff in working together to develop experiential learning assignments that help students apply leadership concepts to on-campus organizational problems. The PowerBased Student-Centered Collaboration Model (PSCM) consists of four stages through which faculty, SA staff, leadership course students, and student organization leaders operationalize their legitimate, coercive, expert, reward, and informational power in sharing resources for mutually beneficial student-centered learning experiences. Power structures provide coordinating mechanisms for information-exchange, decision-making, and role clarification in team-based collaborations. Using the PSCM, we developed a 6-week assignment Leading in …
Exercising Control At Sports Rehab Network, Mark Mensch, Barry Armandi, Herbert Sherman
Exercising Control At Sports Rehab Network, Mark Mensch, Barry Armandi, Herbert Sherman
Organization Management Journal
This is a field-based disguised case describing how an entrepreneur who develops a successful rehabilitation business now must operate within the confines of a bureaucratic hospital setting. The CEO of the hospital who had ordered him not to seek any new ventures given the hospital’s cash flow problems was stymieing his entrepreneurial orientation. The case has a difficulty level appropriate for a junior level course in small business management and entrepreneurship. The case is designed to be taught in one class period (may vary from sixty minutes to one hundred minutes depending upon the course structure and the instructional approach …
Exercising Control At Sports Rehab Network, Mark Mensch, Barry Armandi, Herbert Sherman
Exercising Control At Sports Rehab Network, Mark Mensch, Barry Armandi, Herbert Sherman
Organization Management Journal
This is a field-based disguised case describing how an entrepreneur who develops a successful rehabilitation business now must operate within the confines of a bureaucratic hospital setting. The CEO of the hospital who had ordered him not to seek any new ventures given the hospital’s cash flow problems was stymieing his entrepreneurial orientation. The case has a difficulty level appropriate for a junior level course in small business management and entrepreneurship. The case is designed to be taught in one class period (may vary from sixty minutes to one hundred minutes depending upon the course structure and the instructional approach …
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
Organization Management Journal
Using the four dimensional frame that Hardy and Leiba-O’Sullivan (1998) developed to conceptually explore the “power behind empowerment” the study empirically illustrates how a police organization’s reform program, which was designed to empower lower level officers, foundered on its own innocence. The reform program adopts a resources dependency approach to power, which resonates with the first of the four dimensional frames of power; unobtrusive forms of power embedded at a deeper level of the organizations social system, which are consistent with the third and fourth dimensional frames, remain unaccounted for. A research and methodological framework is developed to bring the …
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
Organization Management Journal
Using the four dimensional frame that Hardy and Leiba-O’Sullivan (1998) developed to conceptually explore the “power behind empowerment” the study empirically illustrates how a police organization’s reform program, which was designed to empower lower level officers, foundered on its own innocence. The reform program adopts a resources dependency approach to power, which resonates with the first of the four dimensional frames of power; unobtrusive forms of power embedded at a deeper level of the organizations social system, which are consistent with the third and fourth dimensional frames, remain unaccounted for. A research and methodological framework is developed to bring the …