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Organizational Behavior and Theory

Selected Works

2014

Articles 1 - 3 of 3

Full-Text Articles in Education

Creating A Stem Identity: Investment With Return, Janet Callahan, Patricia Pyke, Susan Shadle, R. Eric Landrum Dec 2014

Creating A Stem Identity: Investment With Return, Janet Callahan, Patricia Pyke, Susan Shadle, R. Eric Landrum

R. Eric Landrum

Establishing a strong STEM (science, technology, engineering and mathematics) identity at Boise State University, a metropolitan campus with approximately 3,655 undergraduate STEM students and a total undergraduate enrollment of approximately 19,042 (16,136 FTE) has been an important step toward creating a climate conducive to facilitating fundamental change. Examples of such change include building collaborations among faculty within and across departments, establishing the identity of students as part of a community beyond their chosen major, improving the efficiency and effectiveness of university systems, and perhaps most importantly, developing a framework to think deliberately about ways to effect change. This paper is …

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The Leap Model: Perceptions Of Emergency Service Leaders Of Legitimacy, R. Jeffery Maxfield, John Fisher Jan 2014

The Leap Model: Perceptions Of Emergency Service Leaders Of Legitimacy, R. Jeffery Maxfield, John Fisher

Dr. John R. Fisher

This study adds to the qualitative data showing how leaders in the emergency services perceive legitimacy and the bases of power. The study examines the perception of leaders and their perspective on why subordinates view their leader as legitimate and/or authentic. Two definitions of legitimacy are presented: the traditional viewpoint of French and Raven (1959) associating legitimate power “with having status or formal job authority” and the other proposed by Maxfield (2012) in the LEAP leadership model basing legitimacy or authenticity more on the characteristics and skills leaders bring to their positions. Emergency service students interviewed leaders in their career …

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Mirror As Prism, Kenneth Fox Dec 2013

Mirror As Prism, Kenneth Fox

Kenneth H Fox

As cooperative private international dispute resolution practices become increasingly common, it is tempting for conflict practitioners to assume that the human relations insights, skills, and practices that worked well for them at home will be equally effective (and appropriate) in an international, cross-cultural environment. Attending to the human dimension of conflict and interaction should be a central part of global negotiation and dispute resolution practice.

This Essay focuses on two dimensions of reflective and reflexive practice. It first discusses the nature of reflection-on-action and reflection-in-action from a modernist (“reflective”) and postmodern (“reflexive”) perspective. It then examines how engaging with practice …

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