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Full-Text Articles in Education

Coaching Leaders: Co-Creating Purpose Based Innovation, Connie I. Reimers-Hild Nov 2010

Coaching Leaders: Co-Creating Purpose Based Innovation, Connie I. Reimers-Hild

Kimmel Education and Research Center - Presentations and White Papers

The purpose of the presentation was to demonstrate the importance and effectiveness of coaching leaders in today's global economy. Leadership coaching has the potential to co-create innovation in organizations of all sizes. Three case studies were shared. In each example, Dr. Connie presented the effectiveness of her coaching program. Each case study demonstrated the power of leadership and innovation on the economy, society and individual.


Dialogue And Roles In A Strategy Workshop: Discovering Patterns Through Discourse Analysis, Martin Duffy Oct 2010

Dialogue And Roles In A Strategy Workshop: Discovering Patterns Through Discourse Analysis, Martin Duffy

Masters

Strategy workshops are frequently used by Executive management teams to discuss and formulate strategy but are under-researched and under-reported in the academic literature. This study uses Discourse Analysis to discover participant roles and dialogic patterns in an Executive management team’s strategy workshop, together with their effect on the workshop’s operation and outcome. The study shows how the workshop participants adopt different roles through their language and content. It then identifies a dialogic pattern in the workshop discourse, with the emphasis on achieving shared understanding rather than winning the debate. The workshop facilitator’s role is shown to bring ...


Retesting In Selection: A Meta-Analysis Of Practice Effects For Tests Of Cognitive Ability, John P. Hausknecht, Jane A. Halpert, Nicole T. Di Paolo, Meghan O. Moriarty Gerrard Jul 2010

Retesting In Selection: A Meta-Analysis Of Practice Effects For Tests Of Cognitive Ability, John P. Hausknecht, Jane A. Halpert, Nicole T. Di Paolo, Meghan O. Moriarty Gerrard

John Hausknecht

Previous studies indicate that as many as 25-50% of applicants in organizational and educational settings are retested with measures of cognitive ability. Researchers have shown that practice effects are found across measurement occasions such that scores improve when these applicants retest. This study uses meta-analysis to summarize the results of 50 studies of practice effects for tests of cognitive ability. Results from 107 samples and 134,436 participants revealed an adjusted overall effect size of .26. Moderator analyses indicated that effects were larger when practice was accompanied by test coaching, and when identical forms were used. Additional research is needed ...


Wku Guide For 2010-12, Western Kentucky University Feb 2010

Wku Guide For 2010-12, Western Kentucky University

Presidential Publications

No abstract provided.


Responding To Stakeholders’ Critical Needs- The Integrative Model Of Stakeholders’ Management (Imsm), Grace S. Thomson Jan 2010

Responding To Stakeholders’ Critical Needs- The Integrative Model Of Stakeholders’ Management (Imsm), Grace S. Thomson

Dr. Grace S. Thomson

Organizations are increasingly required to enhance their accountability to diverse internal and external stakeholders (Burrows, 1999). Knowing and understanding stakeholders’ expectations increases the ability of an organization to effectively respond to those expectations. Stakeholder relationship management is critical for corporate sustainability (Perrini & Tencati, 2006) or “capacity of a firm to continue operating over a long period of time” (p. 296). Organizations may benefit from developing collaborative interactions with their stakeholders, integrating their values and views into the formulation and implementation of organizational goals and objectives (Merrick, Parnell, Barnett & Garcia, 2005; Susniene & Vanagas, 2006).

This document contains a proposal of an Integrative Model of Stakeholders’ Needs Management (IMSM) that addresses the following components: (1) identification of organization’ stakeholders, (2) analysis of stakeholders’ needs, stakes and influence, (3) assessment and prioritization of stakeholders’ needs, (4) dialogical or consensus-building process, (5) Integration of stakeholders’ needs to organizational strategy, (6) integrated information and reporting system, and (7) continual organizational learning and growth. The conceptual framework underlying the discussion in this document was extracted from both seminal work (Argyris & Schon, 1978; Freeman, 1984; Burrows, 1999; Mitroff, 1983) and contemporary studies on stakeholders’ needs management (Friedman and Miles, 2002; Kaplan & Norton, 2001; Perrini & Tencati, 2006; Susniene & Vanagas, 2006).


Sustainability Through Profitability: The Triple Bottom Line, Connie I. Reimers-Hild Jan 2010

Sustainability Through Profitability: The Triple Bottom Line, Connie I. Reimers-Hild

Kimmel Education and Research Center - Presentations and White Papers

Today’s highly competitive, globalized world requires organizations and businesses to think differently about how they are going to stay in business. Businesses can no longer afford to focus on profits as their sole purpose for existence. Organizations must instead think about the “Triple Bottom Line” and its implications for their ability to grow their brand, customer loyalty and profits.


Academic Entrepreneurs: The Role Of Star Scientists In Commercialization Of Radical Science, Reddi Kotha, Gerard George Jan 2010

Academic Entrepreneurs: The Role Of Star Scientists In Commercialization Of Radical Science, Reddi Kotha, Gerard George

Research Collection Lee Kong Chian School Of Business

We examine the effects of individual, team, and institutional capabilities on the governance of technology contracts. Star scientific teams may work on higher quality projects which may be of high or low risk, depending on the maturity of the technology. Arguments that assumed that both capabilities and risk are codetermined, and seldom diverge in their effects on incentive preferences, may be tenuous in these cases. We test our predictions using a two-stage model in a sample of 1,474 inventions that were licensed through performance or upfront contracts. We find that when individuals and teams have strong capabilities, they prefer ...