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How Exemplary Industrial Production Managers Lead Successfully Through The Turbulence Of The Covid-19 Crisis, Wendi Fast Apr 2021

How Exemplary Industrial Production Managers Lead Successfully Through The Turbulence Of The Covid-19 Crisis, Wendi Fast

Dissertations

Purpose: The purpose of this phenomenological study was to discover and describe behaviors that exemplary industrial production managers in organizations practice to lead their organizations through the turbulent times of COVID -19 using the leadership attributes of personal temperament, concern for the collective interest, resilience, and moral purpose.

Methodology: This qualitative study used a phenomenological research design. Data was collected from 10 interviews of industrial production managers and artifacts collected to discover and describe behaviors that industrial production managers in manufacturing organizations practice to lead their organizations through the turbulent times of the COVID-19 crisis.

Findings: The study revealed 27 …


How Exemplary Industrial Production Managers Lead Successfully Through The Turbulence Of The Covid-19 Crisis, Wendi Fast Apr 2021

How Exemplary Industrial Production Managers Lead Successfully Through The Turbulence Of The Covid-19 Crisis, Wendi Fast

Dissertations

Purpose: The purpose of this phenomenological study was to discover and describe behaviors that exemplary industrial production managers in organizations practice to lead their organizations through the turbulent times of COVID -19 using the leadership attributes of personal temperament, concern for the collective interest, resilience, and moral purpose.

Methodology: This qualitative study used a phenomenological research design. Data was collected from 10 interviews of industrial production managers and artifacts collected to discover and describe behaviors that industrial production managers in manufacturing organizations practice to lead their organizations through the turbulent times of the COVID-19 crisis.

Findings: The study revealed 27 …


The Relationship Between External Turbulence And New Product Development Practices, Michael W. Maxwell Jan 2017

The Relationship Between External Turbulence And New Product Development Practices, Michael W. Maxwell

HCBE Theses and Dissertations

This dissertation considered whether new product development practices employed resolved the uncertainty and equivocality in information processing created by external turbulence. With external turbulence coming from more sources and arriving with greater frequency, this wave of change must be addressed to achieve desired project outcomes. Healthcare was the target industry for this research and respondents were selected from members of HIMSS, the Healthcare Information Management Systems Society. Five hundred sixty-three survey responses were collected about completed new product development projects. The aspects of the projects reported included the external turbulence experienced, flexible new product development practices employed, the effectiveness of …


The Relationship Of Market Orientation, Absorptive Capaci-Ty, Organizational Learning, And Positional Advantage To Corporate Performance In Turbulent And Non-Turbulent Environments, Daniel Patrick Friesen Jan 2013

The Relationship Of Market Orientation, Absorptive Capaci-Ty, Organizational Learning, And Positional Advantage To Corporate Performance In Turbulent And Non-Turbulent Environments, Daniel Patrick Friesen

Wayne State University Dissertations

This dissertation adds to what we know about the effects of Market Orientation and Organizational Learning on Positional Advantage and on Organizational Outcomes by introducing the concept of Absorptive Capacity from the management literature. Though each is related to organizational learning, market orientation and absorptive ca-pacity have not been presented together in a structural model with organizational learning as a higher order construct. In this paper, I bring Market Orientation and Absorptive Ca-pacity together as higher-order constructs indicating Organizational Learning as a third order construct. Organizational Learning in turn indicates Positional Advantage as a fourth order construct, which also is …