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Helpful tips in preparing faculty research grant proposals: An editor's perspective

Author: Liebowitz Jay
Publication venue: University of Maryland University College (UMUC)
Publication date: 02/10/2012
Field of study

To assist with preparing faculty research grant proposals for our next round of grant proposal submissions (the Call for Faculty Research Grant Proposals for Spring 2013 and Summer 2013 will be issued on October 1, 2012), Dr. Liebowitz will present some helpful tips for aiding faculty in developing and writing their faculty research grant proposals. These will include best practices developed from both the experiences of the UMUC Faculty Research Grant Committee, as well as useful heuristics from the experiences of others. Those who are interested in submitting grant proposals for the next round are strongly encouraged to attend the WebEx.1 Helpful Tips in Preparing Faculty Research Grant Proposals: An Editor’s Perspective Jay Liebowitz, D.Sc. Orkand Endowed Chair in Management and Technology Chair of the Faculty Research Grant Committee University of Maryland University College [email protected] Speaking on Behalf of the UMUC Faculty Research Grant Committee •Faculty Research Grant Committee Members: Bob Goodwin, Cynthia Davis, John Aje, Theo Stone, Denise Nadasen, Jay Liebowitz (Chair) 2 3 My Editor’s Experience •Founding and Current Editor-in-Chief, Expert Systems With Applications: An Int. Journal (Elsevier); entering Vol. 40; Ranked top-tier journal via most recent 2011 Thomson impact factors; 1.8 million articles downloaded worldwide in 2011; 10-15 manuscripts submitted daily worldwide •Associate Editor, Int. Journal of Teaching and Case Studies (Inderscience) •Former Series Editor, Pergamon Press/Elsevier CS-related journals •Former Associate Editor, Telematics and Informatics: An Int. Journal (Elsevier) •Former Founding Editor-in-Chief, Failure & Lessons Learned in IT Management: An Int. Journal (Cognizant Communication Corp.) 4 What Do I Look for as a Journal Editor? •Fits within the aims and scope of the journal •Follows manuscript guidelines •Well-written •The research provides a significant contribution to the existing literature •Thorough literature review (with most recent references in the field) and appropriate research methods employed •Detailed analysis, discussions, and conclusions •Lessons learned, limitations, and future work 5 Thomson ISI Master Journal List •About 9,000 journals •Top 2 reasons for manuscript rejection: –Flawed or poorly planned study design –Lack of detail in methods Faculty Research Grant Program at UMUC •Started in 2010 out of the Provost’s Office •

100,000/academic year (

4K for single-PI; $5K for Co-PIs to be split evenly; normally for one semester research work) •20-30% acceptance rate •Each round, we typically receive anywhere from 30-60 proposals worldwide •Open to all UMUC adjunct, NOL, and Collegiate faculty in US and Worldwide 6 Next Round of Faculty Grant Research Proposals for Spring/Summer 2013 •Opens October 2, 2012 •Grant Proposals Due: November 15, 2012 •Notification of Awards: December 20, 2012 •Proposals limited to 3 single-spaced pages, not including the reference list, letter of support from your supervisor, letter/email of permission from Office of Institutional Planning, Research, and Accountability, copy of IRB form submission, and current CV of PI and any co-PIs 7 Proposal •Title and abstract of the research proposal •Faculty member’s name and contact info •Proposed research semester •Description and goals for proposed research •Brief literature review and summary of current knowledge in the topic area to be investigated •Timeline of research tasks •Expected deliverable outcomes of the research •Expected benefits to you, your program, and/or to UMUC •Target publication or conference for disseminating the research results 8 Selection Criteria •Alignment with areas of interest to UMUC •Expected impact and benefits of the research to UMUC •Originality, that is, research that has not already been published •Sound research design •Feasibility of the research design for completion during the time proposed and with facilities and/or equipment available 9 Deliverables Expected •Summary report, of no more than 2 single-spaced pages, to be sent no later than one month after the conclusion of the research semester •Share results of your research via a UMUC forum (e.g., Lunch & Learn faculty research seminar (F2F or virtual—e.g., WebEx), ShareFair, etc.) •Include any deliverables (conference/journal papers/presentations, etc.) resulting from your funded research 10 The Research Process pshsresearchunit.webs.com/Modules/BSICR%20Ch%204.pdf Good Applied Research Design: Five Components 1. Goals: Why is your study worth doing? What issues do you want it to clarify, and what practices and policies do you want it to influence? Why do you want to conduct this study, and why should we care about the results? 2. Conceptual framework: What do you think is going on with the issues, settings, or people you plan to study? What theories, beliefs, and prior research findings will guide or inform your research, and what literature, preliminary studies, and personal experiences will you draw on for understanding the people or issues you are studying? 3. Research questions: What, specifically, do you want to learn or understand by doing this study? 4. Methods: What will you actually do in conducting this study? What approaches and techniques will you use to collect and analyze your data, and how do these constitute an integrated strategy? 5. Validity: How might your results and conclusions be wrong? What are the plausible alternative interpretations and validity threats to these, and how will you deal with these? How can the data that you have, or that you could potentially collect, support or challenge your ideas about what’s going on? Why should we believe your results? Joseph Maxwell (2008), “Chapter 7: Designing a Qualitative Study”, Applied Research Designs: Sage Publications. http://www.corwin.com/upm-data/23772_Ch7.pdf Sample Observations •“We've seen a lot of proposals that have had weak research questions (i.e., questions that are not easily answerable or otherwise non-directional, for example: ‘We propose to explore how rubrics can lead to inconsistent grading across sections’ vs. a more directional research question such as ‘Through the use of multiple readers vs. one reader, we propose to identify points of inconsistent scoring in the rubrics across sections.’)” •“We’ve also seen methodologies that don’t seem to address answering the question, are vague, or seem overly ambitious for the scope of the funding period.” 13 Helpful Tips •Be sure to cite your research question, the need for your work, and explain your research methodology •Include a short description of other research you have previously conducted, as well as a brief literature review (including recent sources) from others •Make sure you have a representative sample size •We allow for various research methodologies (e.g., quantitative, qualitative, exploratory, etc.) •Discuss the value of your research to the field and specifically its impact to UMUC •Highlight how you will disseminate your results •If using human subjects (UMUC students or others), you must get approval from the Office of Institutional Research •Be sure that your proposal is well-written, free of grammatical errors, and abides by the page limit 14 15 Failure Breeds Success (Sir Winston Churchill) •A pessimist finds the difficulty in opportunities, and the optimist finds the opportunity in difficulties •The optimist finds the success between the failures 16 Summary •Look at UMUC Research and Scholarship site: http://www.umuc.edu/library/libresearch/ •Sign onto an EBSCO Alert through the Library to get latest articles in your research area sent to you each week •Do your homework! •Perseverance will get you far •Set goals and objectives •Think “continuous improvement” (Working paper, conference paper, journal article

How business intelligence and social interaction amplify organizational cognition

Author: Penn Stephen P.
Publication venue: University of Maryland University College (UMUC)
Publication date: 06/07/2012
Field of study

To perform a systematic review on the acts of using information, reviewing, discussing, and planning as a single phenomenon where individuals come together to make strategic decisions.Supported Component Positive Discourse Gives direction for the conversation Upcoming schools of thought in the 10-school process may promote more discussion Gives a forum for discussion Once Expression of Diversity comes out, either the person is reinforced that senseseeking yields benefits or does not Expression of Diversity Gives opportunity to sense gaps and ask for clarification The 10-school process demands different skills and different views of the world at different times Controls what can be discussed at any given time (negative freedom) CRISP-DM Helps define business problem being solved Several schools promote crisp-dm Ten Schools of Strategy Is established early in the process, gives objectives for the 10 schools Visioning Has a loop back mechanism to redefine the problem which might affect visioning Helps redefine visioning when needed, if the definers of the vision (CEO, TMT, etc..) actually listen Visioning Ten Schools of Strategy CRISP-DM Expression of Diversity Positive Discourse Supporting Component Supported Component Data Mining Gives enterprise view Gives consistency to derived variables Can lead to complex questions from the interactive session Can present complex result sets in simplified form Visualization Gives quantifiable data for graphics Gives predictive scores that may need to be presented graphically Low Level Tools/OLAP Gives historical view and input to formulas Gives definitions for input Can provide simple graphics to big questions Master Data Manage-ment Gives objects that need to be defined Gives examples of how the data needs to be standardized across departments Data Warehouse Gives guidance on managing data Gives examples of how the data can be used and the importance of standards Data Warehouse Master Data Management Low Level Tools/OLAP Visualization Data Mining Supporting Component Data Mining Decides what is important to predict The Ten Schools create questions as business problems to solve The phases are designed to support data mining Creativity in how to ask the questions Visualiza-tion Visioning can help define what needs to be understood and communicated The 10 schools can help define what needs to be understood and communicated The Evaluation Phase may give clear demands of Visualization Low Level Tools/OLAP Decides which questions to ask Configuration school requires more knowledge Master Data Manage-ment Decides what data is important Data Warehouse Visioning Ten Schools of Strategy CRISP-DM Expression of Diversity Positive Discourse Positive Discourse Use of data is consistent in order to reduce arguing Provides a common vocabulary across employee positions Questions can be answered quickly Reduces time in absorbing key concepts Expression of Diversity Challenges assumptions with data Creates common vocabulary Creativity and originality in interactive sessions CRISP-DM Aids in data understanding Reduces time for data preparation Ten Schools of Strategy Data is needed in which schools? Visioning Data Warehouse Master Data Management Low Level Tools/OLAP Visualization Data Mining How Business Intelligence and Social Interaction Amplify Organizational Cognition STEPHEN P. PENN, Data Mining Specialist, UMUC Candidate for the Degree of Doctor of Management University of Maryland University College July 6, 2012 Focus & Scope Significance & Implications Findings Literature Review Research Approach & Formation of Argument Key Propositions from LR Conceptual Framework Research Question To perform a systematic review on the acts of using information, reviewing, discussing, and planning as a single phenomenon where individuals come together to make strategic decisions. Independent Variables: Strategic Decision-Making (processes & outcomes), Behaviors of Individuals (roles, responsibilities, & activities), Business Intelligence (BI) Tools (data & analytics) Dependent Variables: Quality of Strategic Decisions, Organizational Cognition A company’s Organizational Cognition Effectiveness is the product of its maturity in the two models. If a company can perform an honest assessment of itself against the two maturity models, then a plan can be developed to achieve greater effectiveness in organizational cognition. A firm amplifies its organizational cognition by advancing its decision-making process through the maturity models in a balanced approach over time. Strategy can be viewed as a series of decisions (Simon, 1997) Formation of strategy can be viewed as practice (Johnson, Langley, Melin, & Whittington, 2007) Decision-making is an open system (Katz & Kahn, 1978) Information is fuel for decision-making and BI is a producer of that fuel (Davenport, Harris, & Morison, 2010) Social interaction and discourse is the through-put for the decision-making process (Jarzabkowski, Balogun, & Seidl, 2007) Organizational cognition is a core competency (Nobre & Walker, 2011) How can leaders of an organization influence the actions surrounding strategic decisions in order to yield more value for the customer and increase mission-critical organizational metrics than competitors? Business Intelligence components form a graduated scale, or maturity model. Social Interaction components form a graduated scale, or maturity model. Business Intelligence components support higher level Social Interaction components. Social Interaction components support higher level Business Intelligence components. Supported Component Supported Component Supporting Component Supporting Componen

Model of collaboration and scientifc networking for enhancing research productivity and innovation programs

Author: Cantu Franscisco J.
Publication venue: University of Maryland University College (UMUC)
Publication date: 08/11/2012
Field of study

Abstract: In this talk, we will present a model of collaboration among researchers by analyzing the scientific connections that are established during their professional careers and devising patterns of cooperation among researchers that prove useful in enhancing scientific research productivity. Also, the model is used to foster multidisciplinary collaboration in innovation for entrepreneurship programs leading to the spin-out initiatives and creation of start-up companies based on research outcomes. The model is based on concepts of graph theory and uses methods of social network analysis for finding patterns of behavior in research projects and publication co-authorship. The analysis shows the advantages of collaboration for improving the quality of publications measured in terms of citation metrics and impact factors as well as in the effectiveness of entrepreneurial efforts. The model is illustrated with the 10-year experience in managing the Research Chairs Programs and the associated Incubation Cell Program for starting Technology-based companies, both at Tecnologico de Monterrey.Campus Monterrey 12-nov-12 1 A Model of Collaboration and Scientific Networking for Enhancing Research Productivity and Innovation Programs Francisco J. Cantu Campus Monterrey Thanks Dr. Jay Liebowitz Orkand Endowed Chair in Management and Technology The Graduate School University of Maryland University College 12-nov-12 2 Campus Monterrey 12-nov-12 3 Campus Monterrey 12-nov-12 4 2012 Campus Monterrey 12-nov-12 5 Campus Monterrey 12-nov-12 6 2011 Campus Monterrey 12-nov-12 7 Campus Monterrey 12-nov-12 8 Etymology: Latin Co - Together Laborare - Work Working Together Collaboration Campus Monterrey 12-nov-12 9 Campus Monterrey 12-nov-12 10 Campus Monterrey 12-nov-12 11 My MSc Days at NDSU Campus Monterrey 12-nov-12 12 Part 1 of MSc Thesis Finding an equilibrium solution of a type of n-person non-zero sum game in Cournot oligopoly Economic Theory Nash/Cournot Equilibrium found by Competition Campus Monterrey 12-nov-12 13 Part 2 of MSc Thesis Finding an better-off solution of a type of n-person non-zero sum game by Cooperation Pareto Equilibrium found by Cooperation Campus Monterrey 12-nov-12 14 Part 3 of MSc Thesis Apply the algorithms to a real case scenario: Potatoe production and distribution in the USA Collaborative Interdisciplinary work with the Agriculture Economics department Campus Monterrey 12-nov-12 15 My PhD Days at Edinburgh Campus Monterrey Agenda 12-nov-12 16 1 •Overview of Research Collaboration 2 •Models of Research Collaboration 3 •Case Studies 4 •Conclusions Campus Monterrey 12-nov-12 17 Overview of Research Collaboration Campus Monterrey 12-nov-12 18 (1997) J. Sylvan Katz and Ben R. Martin ESRC Centre for Science, Technology, Energy and Environment Policy, Science Policy Research Unit, University of Sussex, UK What is research collaboration? Campus Monterrey 12-nov-12 19 1 •The concept of 'research collaboration' is well understood 2 •We are dealing with essentially the same phenomenon, whether we are concerned with collaboration between individuals, groups, institutions, sectors or nations 3 •We can in some way measure the level of collaboration and hence determine whether or not it is changing as a result of a particular policy 4 •More collaboration is actually better, whether for the advancement of knowledge or for exploiting the results of our scientific endeavors more effectively Assumptions Campus Monterrey 12-nov-12 20 1 •What is research collaboration? 2 •What motivates collaboration? 3 •Who are the collaborators? 4 •How can one measure collaborative activity? 5 •What are the benefits and costs of collaborating, and the implications for research policy? Research Questions Campus Monterrey 12-nov-12 21 Types of Collaboration Campus Monterrey 12-nov-12 22 1 •Researcher to Researcher: R2R 2 •Group to Group: G2G 3 •Institution to Institution: I2I 4 •Researcher to Institution: R2I 5 •Country to Country: C2C Types of Collaboration Campus Monterrey 12-nov-12 23 July 26-27, 2010 Washington, D.C. International Research Collaboration Campus Monterrey 12-nov-12 24 1 •Creating an environment for Research Collaboration 2 •Cultural Differences and Nuances 3 •Ethical Issues in International Industry-University Research Collaboration 4 •Research Integrity and the Responsible Conduct of Research 5 •Risk Management in International Collaboration 6 •Other Issues: IP, Export Control, Legal Issues, Agreement International Research Collaboration Campus Monterrey How can we measure research collaboration, and in particular whether we can do so through the analysis of multiple-author papers? 12-nov-12 25 Measuring Research Collaboration Campus Monterrey 12-nov-12 26 A Model for Research Collaboration Campus Monterrey (2001) M. E. J. Newman Santa Fe Institute, 1399 Hyde Park Road, Santa Fe, NM 87501, November 13, 2000 (received for review July 12, 2000) 12-nov-12 27 The Structure of Scientific Collaboration Campus Monterrey 12-nov-12 28 1 •Stanley Milgrams (1967) Six Degrees of separation 2 •Spreading of information, disease propagation 3 •Electric power, internet, air traffic networks 4 •Network of actors 5 •Network of scientific collaboration by writing papers 6 •Scientific acquaintance: Co-authoting a paper, Erdös Numbers The Structure of Scientific Collaboration Campus Monterrey 12-nov-12 29 1 •Distance between authors 2 •Number of collaborators a scientist shows 3 •Number of papers collaborators write 4 •Degree of ‘clustering: probability that two of a scientist’s collaborators have themselves collaborated The Structure of Scientific Collaboration Campus Monterrey 12-nov-12 30 The Structure of Scientific Collaboration (2001) M. E. J. Newman Campus Monterrey 12-nov-12 31 2007 Campus Monterrey 12-nov-12 32 Campus Monterrey 12-nov-12 33 Campus Monterrey 12-nov-12 34 Campus Monterrey 12-nov-12 35 Campus Monterrey 12-nov-12 36 2 Campus Monterrey 12-nov-12 37 2 Campus Monterrey 12-nov-12 38 1 5 Campus Monterrey 12-nov-12 39 1 11 Campus Monterrey 12-nov-12 40 1 11 Campus Monterrey 12-nov-12 41 7 Campus Monterrey 12-nov-12 42 Campus Monterrey 12-nov-12 43 Campus Monterrey 12-nov-12 44 Campus Monterrey 12-nov-12 45 Campus Monterrey 12-nov-12 46 What are the sources of data for Research Collaboration? Campus Monterrey 12-nov-12 47 1 •SCOPUS 2 •ISI Web of Science 3 •Google Scholar 4 •Proprietary databases Data Bases Campus Monterrey 12-nov-12 48 I2I Research Collaboration Campus Monterrey 12-nov-12 49 1 •Highly intensive (N >= 50 K) 2 •Intensive (10 K < N < 50) 3 •Moderate (1 K < N < 10 K) 4 •Low ( < 1 K) Research Universities Campus Monterrey 12-nov-12 50 Campus Monterrey Collaborating Institutions 12-nov-12 51 Campus Monterrey 12-nov-12 52 Campus Monterrey 12-nov-12 53 Campus Monterrey 12-nov-12 54 Collaborating Institutions Campus Monterrey 12-nov-12 55 Campus Monterrey 12-nov-12 56 Campus Monterrey 12-nov-12 57 Where they publish Campus Monterrey 12-nov-12 58 Collaborating Institutions Campus Monterrey 12-nov-12 59 Main Authors Campus Monterrey 12-nov-12 60 Specialized Universities Campus Monterrey 12-nov-12 61 Campus Monterrey 12-nov-12 62 Campus Monterrey 12-nov-12 63 Collaborating Institutions Campus Monterrey 12-nov-12 64 Campus Monterrey 12-nov-12 65 Campus Monterrey 12-nov-12 66 Collaborating Institutions Campus Monterrey 12-nov-12 67 ISI Web of Science Campus Monterrey 12-nov-12 68 Campus Monterrey 12-nov-12 69 R2R Research Collaboration Campus Monterrey 12-nov-12 70 Google Scholar Campus Monterrey 12-nov-12 71 Campus Monterrey 12-nov-12 72 Campus Monterrey 12-nov-12 73 Research Gate Campus Monterrey 12-nov-12 74 DBLP Campus Monterrey 12-nov-12 75 DBLP Campus Monterrey 12-nov-12 76 A Case Study on Research Collaboration Campus Monterrey A Research Chair Principal Investigator 5 Adjunct Professors 4 PhD Students 6 Master Students 5 Undergrad Students Posdoctral Researcher 22 Researchers per Chair 85 Research Chairs +1,800 Researchers +56,000 publications Campus Monterrey 12-nov-12 78 Campus Monterrey 12-nov-12 79 Campus Monterrey 12-nov-12 80 Campus Monterrey 12-nov-12 81 Network Size Campus Monterrey 12-nov-12 82 Types of Collaborators Campus Monterrey 12-nov-12 83 Campus Monterrey 12-nov-12 84 Campus Monterrey 12-nov-12 85 Campus Monterrey 12-nov-12 86 Campus Monterrey 12-nov-12 87 Campus Monterrey 12-nov-12 88 Campus Monterrey 12-nov-12 89 A Case Study on Innovation Collaboration Campus Monterrey 12-nov-12 90 Campus Monterrey 12-nov-12 91 Student 1 2 3 3 4 5 6 7 8 9 10 Supervising Professor Scholarships Prototyping Research Support Library Resources Intellectual Property Administrative Support Networking and Seed Capital Incubation SUpport Other Students POstdocs Model of Incubation of Technology-based Companies Campus Monterrey PhD Studies Courses Thesis and publications Graduation Incubation Business Oportunities Business Plan Incubation proposal R&D Prototyping as Scaling-up Patent Filing Funding Company development Specialized support Company start up Incubation ends Acceleration (Posdoctorado) Investors Accelerationn Leaves Incubator 1 2 3 4 T Model of Incubation of Technology-based Companies Campus Monterrey 12-nov-12 93 Model of Incubation of Technology-based Companies Technology-based companies Campus Monterrey 12-nov-12 94 Patents Filed Mexico, USA, PCT Patents filed Campus Monterrey Office for Technology Transfer Campus Monterrey 12-nov-12 96 Spin-off companies Faculty Campus Monterrey 12-nov-12 97 1 •RC is a rich research field 2 •RC is an important strategy for improving researcher productivity 3 •Data analytics on RC is useful for assessing institutional or country strategies on science and technology Conclusions Campus Monterrey 12-nov-12 98 Thanks for your attention! Francisco Cantú [email protected]

Electronic collection assessment and benchmarking to demonstrate the value of electronic collections

Author: Miller Stephen
Publication venue: The Library Assessment Conference
Publication date: 31/10/2012
Field of study

Presentation goals are to prove reliability of annual assessment process. Ensure collection competitive with peers. ID additional or alternative resources. Ensure compliance with best practices for database coverage. Show value of collections & justify continuing financial support. Objective evidence of library quality for accreditation.Electronic Collection Assessment and Benchmarking to Demonstrate the Value of Electronic Collections Stephen Miller Associate Provost, Information & Library Services Library Assessment Conference 2012 October 31, 2012 About UMUC •Part of University System of Maryland •90k+ worldwide students and faculty •Non-traditional student focus •100 bachelors and masters programs •Doctor of Management Programs •77% of classes online The UMUC Library •Resources/Services almost 100% online •Core collection of 125 research databases •28 staff – 19 librarians, 9 staff •Mission: –Library and information literacy education –Partnering with UMUC’s schools and faculty –Worldwide library resources and services Annual Collection Review •Criteria: –Usage via login statistics –Percentage of full-text contained –Relevance to curriculum –Overlap with other databases –Cross-linking activity –Librarian instructional usage –Input from faculty Curricular Mapping Project •Databases supporting academic programs •Academic programs potentially utilizing databases •Found wide applicability – most databases have content usable by many programs Database Assessment Projects 1.Library program review with external reviewer evaluation (2010) 2.Benchmarking research database holdings (2011) a.Peer group database holdings analysis b.Peer group metrics analysis Project Goals •Prove reliability of annual assessment process •Ensure collection competitive with peers •ID additional or alternative resources •Ensure compliance with best practices for database coverage •Show value of collections & justify continuing financial support •Objective evidence of library quality for accreditation Project 1: Library Program Review •Based on academic program review process •Five topic areas: 1.Management and Business 2.Community College Administration 3.Education 4.Cybersecurity 5.Social sciences/humanities Findings •Collections sufficient and in many areas exceed expected minimum requirements •Confirmed reliability of annual review process •Need for additional resources for IT/Cybersecurity (obtained funding for additional databases) Project 2: Benchmarking •Peer group chosen using Carnegie Classifications •Selected only public, non-profit universities because of availability of database A-Z lists and IPEDS survey data •Included one University System of Maryland institution (Towson University) A-Z List Harvesting •Different approaches: Inclusive vs. exclusive •Different naming conventions •Combined vs. split apart vendor packages Finding: A-Z lists rely on non-standard local practice and local needs, errors/inconsistencies b/c of development over time. Major Questions/Findings •If most in peer group subscribe, but not UMUC, why not? –Database did not fit curriculum or adequate coverage in other databases •If UMUC subscribes, but not most in peer group, why? –Database supporting particular part of UMUC curriculum not covered by other resources Metrics Analysis •IPEDS Data Center tools •Utilized total collection expenditures vs. electronic collections only •Ratios of expenditures per FTE •Staffing, salaries, total library expenditures, holdings and activity data Findings •Ratio of faculty librarians to staff higher than other institutions •UMUC generally low in total staff/FTE, total collection expenditures/FTE Overall Results •External validation of holdings quality and fit to curricular requirements •Validation of effectiveness of annual review process •New databases for IT/Cybersecurity •Case for sustained and additional funding and support of the library Questions? Stephen Miller Associate Provost, Information & Library Services University of Maryland University College [email protected]

Examination of the role and strategies of mindfulness in effectuating change and organizational transformation

Author: Aviles Peter R.
Publication venue: University of Maryland University College (UMUC)
Publication date: 26/10/2012
Field of study

The purpose of the study is to examine, learn, and expand the current literature on mindfulness and change to provide organizations methodologies to use mindfulness in a way that may better facilitate change initiatives leading to organizational transformation. Through research and study, this inquiry intends to increase the understanding of this construct and develop new understandings and perspectives by examining the mindfulness construct from the Western cognitive perspective.An examination of the role and strategies of mindfulness in effectuating change and organizational transformation Submitted by Peter R. Aviles Doctor of Management Program Faculty advisors: Dr. G. David Andersen and Dr. Eric Dent SOARS - October 26, 2012 Purpose and Scope of the Research Purpose The purpose of the study is to examine, learn, and expand the current literature on mindfulness and change to provide organizations methodologies to use mindfulness in a way that may better facilitate change initiatives leading to organizational transformation. Through research and study, this inquiry intends to increase the understanding of this construct and develop new understandings and perspectives by examining the mindfulness construct from the Western cognitive perspective. Research Questions • How may mindfulness alter behaviors in organizations? effort ? • To what degree is mindfulness integrated in successful organizational change initiatives? • What strategies can organizations employ to increase mindfulness in any organizational change and transformation • How may mindfulness/mindlessness affect change in organizations? • What steps can organizations take to reduce organizational mindlessness? • What are the implications of organizational mindfulness/mindlessness? Significance of this Research for Management The ever-increasing complexities that challenges organizations to change or reform whether it is called total quality management, reengineering, restructuring or rightsizing; the one thing these terms have in common is that all have the same goal in assisting organizations make fundamental changes in how business is conducted in order to effectively and efficiently cope with a new and challenging market environment (Kotter, 2007). However, these efforts fail to consider the socio-cognitive aspects of change than can determine the success or failure of any organizational change initiative. Given this reality, there is a void in the literature and therefore establishes the need for additional study. Significance of this Research for Management This interdisciplinary research may allow for the narrowing of the gap between management and the social/psychological disciplines and may provoke and stimulate further study that extends the current literature beyond the individual cognition to a state of collective mindfulness as described by Weick and Sutcliffe (2001) that may allow for the formulation of multiple and varied enlightened responses for meeting the challenges of change as mindfulness is made more operational in organizations. Main Literature Themes and Authors Theme - Individual Mindfulness Langer, E.J. (1989). Mindfulness. Cambridge, MA: Perseus Books Group Kabat-Zinn, J. (2009). Full catastrophic living: Using the wisdom of your body and mind to face stress, anxiety and depression (Rev.ed.). New York, NY: Guildford Press Theme – Collective (Organizational) Mindfulness Rerup, C. (2004). Variations in organizational mindfulness. Academy of Management Proceedings Conference paper MOC: B1. Weick, K., Sutcliffe, K., & Obstfeld, D. (2000). High reliability: The power of mindfulness. Leader to Leader, 2000(17), 33-38. Vogus, T., & Welbourne, T. (2003). Structuring for high reliability: HR practices and mindful processes in reliability-seeking organizations. Journal of Organizational Behavior, 24(7), 877-903. doi:10.1002/job.221 Main Literature Themes and Authors Theme – Mindfulness and change Fries, M. (2009). Mindfulness based stress reduction for the changing work environment. Journal of Academic & Business Ethics, (2) 1-10. Jordan, S., Messner, M., & Becker, A. (2009). Reflection and mindfulness in organizations: Rationales and possibilities for integration. Management Learning, 40(4), 465-473. doi:10.1177/1350507609339687 Langer, E.J., & Moldoveanu, M. (2000). Mindfulness research and the future. Journal of Social Issues, 56(1), 129-139. Theme – Mindfulness and Performance Chatzisarantis, N.L.D., & Hagger, M.S. (2007). Mindfulness and the intention-behavior relationship within the theory of planned behavior. Personality and Social Psychology Bulletin, 33(663). doi: 10.1177/014167206297401 Dane, E. (2011). Paying attention to mindfulness and its effects on task performance in the workplace. Journal of Management, 37(4), 997-1018. Retrieved from Business Source Complete Shao, R., & Skarlickli, D.(2009). The role of mindfulness in predicting individual performance. Canadian Journal of Behavioral Science, 41(4), 195-201. doi:10.1037/a0015166 Key Propositions Distilled from the Literature • The expansion of the mindfulness construct beyond the socio-cognitive disciplines into the social sciences in areas such as leadership, management, ethics, education, information technology governance, organizational learning and change • The influence of schemas, scripts and routines on organizational cognition and behavior • Mindlessness is not the antithesis of mindfulness Key Propositions Distilled from the Literature There are two perspectives: • Eastern rooted in Buddhism • Western rooted in cognition There are two streams: •Individual – espoused by Ellen Langer, Jon Kabat-Zinn and others on cognition •Organizational – espoused by Karl Weick as collective mindfulness and evidenced in high reliability organizations Conceptual Framework Introduction of mindfulness to individuals and in organizations to realize more mindful organizational change and transformation Thesis statement The introduction of mindfulness as a cognitive strategy allows examining and scanning of all facets of the environment as to enable individuals and organizations to amend behaviors that increases the likelihood of successful organizational change and transformation. If individuals are more mindful in meeting the challenges presented by organizational change initiatives, a collective mindfulness may develop and the change may be more effectively executed as a result. Research Approach & Formation of Argument • Conducted evidenced based research focusing on best-evidence synthesis • Conducted systematic reviews using the Campbell collaboration, evidence management and the evidence network • Researched UMUC database seeking relevant scholarly evidential literature. Also, Google Scholar was researched but 33,000 entries were returned rendering this effort implausible • Key search terms were mindfulness and change, mindfulness and organizational change and mindfulness and organizational transformation. • Inclusion criteria consisted of peer reviewed articles written in English Findings • The concept of reperceiving whereby mindfulness training leads to a fundamental change in relationship to experience leads to changes in self regulation, values clarification, cognitive and behavioral flexibility, and exposure (Carmody et al. 2009, p. 613). • The expansion of mindfulness into the workplace including companies like Apple, Dell, Ford, GM, Google, IBM, Nike, 3M, Toyota and Yahoo that have implemented mindfulness training programs. Though the research on mindfulness in the workplace is still in its infancy, the evidence to date suggests that it may have much to contribute to the satisfaction and performance of employees and the effectiveness of leaders (Lee, 2012, p. 26) • The unchallenged acceptance of information may be attributed to the abstention of cognitive engagement (mindlessness) which further erodes the ability to differentiate the context within which one is operating Implications for Management Practice The current processes and strategies may only partially support change efforts and therefore organizations may need to go beyond the current modalities and seek new mechanisms to successfully facilitate and effectuate organizational change. The implication for management change practice is to consider the cognitive aspects of mindfulness in any organizational change initiative rather than automatically and mindlessly reverting to past schema’s, scripts and routines. Future Research Agendas There is a void in the literature and therefore establishes the need for additional study and research to identify methodologies and strategies inclusive of mindfulness practices that may possibly close the gap of failure and raise the likelihood of greater success in effectuating change and organizational transformation than currently exists today

M&A performance in post-acquisition: Influence of process and organizational integration

Author: Chickene Sheila Dempsey
Publication venue: University of Maryland University College (UMUC)
Publication date: 26/10/2012
Field of study

The study focuses on the post-acquisition process, specifically where process and organizational integration contribute to successful acquisition performance. This analysis defines acquisition performance by the objectives of the acquisition. This often equates to short-term or long-term financial performance but can also represent other measures.M&A Performance in Post-Acquisition: Influence of Process and Organizational Integration Sheila Dempsey Chickene [email protected] Keywords: Consolidation & merger of corporations Mergers & acquisitions Post-acquisition or post acquisition Organizational performance Success in business or business failure• The study focuses on the post-acquisition process, specifically where process and organizational integration contribute to successful acquisition performance. • This analysis defines acquisition performance by the objectives of the acquisition. This often equates to short-term or long-term financial performance (King et al, 2004) but can also represent other measures (Zollo & Meier, 2008). • Does post-acquisition integration of process and human resource elements lead to successful acquisition performance? • Does partial achievement of process integration occur prior to and assist in the completion of organizational integration? • Does successful organizational integration enable completion of process integration and achievement of planned synergies?• It is critical that the acquisition success rate of ~50% improve from an average proposition to an activity expected to succeed in achieving the performance objectives. • Research must assist industry in providing answers for increasing the expectation that this process moves from one of chance to one defined more often as a “sure thing”. • The expectation is that both corporate management and the employees within the companies affected by M&A benefit from improved acquisition success.Birkinshaw, J., Bresman, H., & Håkanson, L. (2000). Buono, A. F., & Bowditch, J. L. (1989). Cartwright, S., & Cooper, C. L. (1990). Cartwright, S., & Cooper, C. L. (1995). King, D. R., Dalton, D. R., Daily, C. M., & Covin, J. G. (2004). Marks, M. L., & Mirvis, P. H. (1992). Schraeder, M., & Self, D. R. (2003). Schweiger, D. M., & Denisi, A. S. (1991). Stahl, G. K., & Voigt, A. (2008). Zollo, M. & Meier, D. (2008). Literature ThemeDerived PropositionPre-acquisition variablesP1: Pre-acquisition variables influence post-acquisition integration because they determine what dynamics to consider and plan into a successful process.Post-Acquisition IntegrationP2a: The post-acquisition integration process creates the highest threat to as well as the greatest opportunity for acquisition success due to its ability to moderate a successful outcome irrespective of pre-acquisition factors.Leadership in IntegrationP3: Leaders who convey a clear a compelling vision are able to focus employees on the transition plan.Leadership, Communication, and CultureP4a: Leadership coupled with a strong communication plan work together to influence the creation of and the employee identification with a new organizational culture.Employee-Level DynamicsP5: Employees who identify with the post-acquisition organization have higher levels of employee satisfaction and engagement in the integration process.Organizational CultureP6a: Entry of post-acquisition members and development of a combined culture creates alignment of beliefs and values in the new organization.Transition ManagementP7: Initial process integration occurs to meet immediate business needs while complete process integration is dependent on the speed at which cultural integration of the combined company occurs.Organizational IntegrationP8: Positive employee-level dynamics and a combined culture allow for the completion of the organizational integration.Acquisition SynergiesP9: Successful completion of integration processes leads to realization of expected acquisition synergies.Conceptual Model In mergers and acquisitions, process and organizational integration moderate the pace of the other and are, in combination, antecedents of successful post-acquisition performance.• Use search criteria to include and exclude studies (see next slide) • Review included study titles and abstracts for applicability • Appraise remaining studies for quality in the context of the research question using assessment criteria tool • Include studies with a minimum score of 80% • Synthesize information • Report findingsSearch Criteria Primary Theme Excluded Theme Secondary Theme CMOC = [consolidation & merger of corporations] OR [mergers and acquisitions] OR [post acquisition] OR [postacquisition] OR [post-acquisition] CBA = [cross border acquisition] CMOC = [consolidation & merger of corporations] OR [mergers and acquisitions] OR [post acquisition] OR [postacquisition] OR [post-acquisition] CBA = [cross border acquisition] OP = [organizational performance] OR [organizational effectiveness] OR [success in business] OR [business failure] CMOC = [consolidation & merger of corporations] OR [mergers and acquisitions] OR [post acquisition] OR [postacquisition] OR [post-acquisition] CBA = [cross border acquisition] OK = "acculturation" OR "cultural" OR "culture" OR "integration" OR "organizational change" OR "process" OR "psychological" OR "social" CMOC = [consolidation & merger of corporations] OR [mergers and acquisitions] OR [post acquisition] OR [postacquisition] OR [post-acquisition] CBA = [cross border acquisition] CS = [case study] OR [case studies]• Few studies that research more than one perspective (e.g., human resources v. process perspective) • Post-merger management is key to successful performance outcome. • Organizations underestimate the impact of organizational integration on process integration and the resulting achievement of synergies.• M&A becomes more than a speculative proposition to a “sure thing” •Corporate management and the employees within the companies affected by M&A benefit from improved acquisition success. •Organizational integration, as is the case with process integration, a standard part of the post-acquisition process.Future Trends & Research Agendas • Post-acquisition plans that include both process and organizational integration elements. • Case study research of the post-acquisition integration process and resulting performance to provide practice evidence of findings

Civility and incivility between nurses and administrators: A model to drive successful health care outcomes in the Department of Veterans Affairs

Author: Montalvo Lisette
Publication venue: University of Maryland University College (UMUC)
Publication date: 26/10/2012
Field of study

Through an evidence-based synthesis, this research explores civility and incivility in the nurse-administrator relationship using the social ecology and symbolic interactionism theories to create a model that explains the concepts and provides a method for addressing incivility and instilling civility in the nursing units of VA.Civility and incivility between nurses and administrators: A model to drive successful health care outcomes in the Department of Veterans Affairs Lisette Montalvo Advisors: Professors Dr. Dennis Winter and Dr. Sharon Hadary Fall 2012 Purpose and Scope of Research Purpose: 1) To develop a comprehensive understanding of the concepts of civility and incivility as applied to nursing practice in the Veteran’s Administration to improve health care outcomes; and 2) To create a model to address incivility and instill civility in the nursing units of VA. Scope: Through an evidence-based synthesis, this research explores civility and incivility in the nurse-administrator relationship using the social ecology and symbolic interactionism theories to create a model that explains the concepts and provides a method for addressing incivility and instilling civility in the nursing units of VA. 2 Personal Reasons for Research Topic During a flight from DC to Texas, I read the book “The Cost of Bad Behavior” by Andersson and Porath about incivility in the workplace. This topic resonated to me since I have witnessed and experienced incivility in the workplace. While in Texas, Dr. Hadary called me and asked which topic I wanted to pursue. She advised me to select something about which I am passionate. I stated ,“incivility”. The topic was new to me. With Dr. Hadary’s and Dr. Winters’ guidance, I started a fascinating path of knowledge and self discovery that led to my dissertation. 3 Importance to Management Practice Incivility has been linked to: • Increase in EEO claims . (2,010 cases with a cost of

14,269 in 2010) • Increase nurses’ turnover during a severe nurse shortage . (Average cost of

99,000 per nurse) • Non compliance with Join Commission of Hospital Accreditation Standards . • Decreased quality of patient care. Civility leads to: • Increased productivity. (Estimated at $6,677 per nurse) • Employee retention. • Increased satisfaction with care received. • Reduction in EEO cases workload. 4 Line of Argument Civility and incivility model Civility and incivility effects Framework to address incivility and instill civility Concept, definitions, and behaviors Interpersonal and intrapersonal factors Environmental factors 5 Most Important Theoretical Frameworks 1) Socioecological theory – Elton (1927) defined ecology as “the study of animals and plants in relation to their habits and their habitats” (Colinax, 1986) Levels of influence Intrapersonal factors 6 2) Symbolic interaction- developed by Mead (1934), Blummer (1986), and interpreted by Charon (2007), where communications are treated as a medium through which determinants of behavior pass to produce the desired behavior (Blumer, 1969) Research Questions 1) How does civility and incivility in the relationship between nurses and administrators affect the health care outcomes and productivity in the nursing units of VA? 2) What is the model that leaders can use to create a workplace characterized by civility, thereby improving health care outcomes and productivity? 7 Research Propositions Proposition number 1: There are the definitions of civility and incivility specifically related to nursing practice with specific behavioral components associated to them. Proposition number 2: Civility and incivility affect administrators, nurses, and patients. Proposition number 3: The prevalence, reporting, and effect of incivility in the nurse-administrator relationship are directly connected to the power and close proximity of their work relationship. 8 Primary Practitioner Scenario (Scenario paraphrased from Vickers, 2006, p.10) Claudia (Administrator) – “Where is Leanne?… I told her to move everyone down this end 20 minutes ago. Where is she? What is she doing?” Spectator (patient) – The instigator of the ruckus pulls off her latex gloves with considerable vigor and throws them impatiently in the bin provided. Her hands move promptly to her hips. The junior nurse she has addressed looks rather nervous and scurries off to the “other end.” Claudia in front of all the patients, starts to go on and on to a third nurse about “that Leanne…I told her to move the patient down… I am sick and tired of Leanne’s behavior… Leanne is hopeless,” etc. A third nurse trying to engage Claudia was ignored. Claudia – “I don’t care!” (Her body language depicted her increasing anger.) 9 Main Literature Themes & Authors Incivility definitions and effects – Andersson, Porath, and Pearson Civility definitions and effects – Hughes, Jenkins, and Forni VA specific literature and data on civility and incivility – Laschinger, Oore, Furst-Holloway, and Carameli Aggression learning theory – Bandura Social-Cognitive Information Processing – Husseman 10 Warrant 11 Unaddressed incivility Increase turnover Increase EEO cases Decreases mental health Decreases physical health Decreases quality of patient care Increases stress Decreases job satisfaction Undermines self efficacy Conceptual Framework 12 Conclusions • Incivility concept is more mature among researchers than civility, which remains in its paradigmatic infancy. • Uncivil behaviors specific for nursing: Acting in an impatient manner; being unable or unwilling to empathize with others; critical of students or other staff; displays of temper; tantrums; making unreasonable demands; rumor mongering and gossiping; staff splitting and polarizing some staff members against others; and talking negatively about others. •Civil behaviors: Expressing appreciation; trust; integrity; respect; transparency; honesty; responsibility; respecting one another and honoring differences; listening and seeking common ground; engaging in social discourse and appreciating its relevance. •Literature does not have evidence of a program to report and address incivility. Targets avoid reporting incivility incidents for fear of retaliation. •Civility is not the lack of incivility; the constructs have a weak statistical relationship. •Nurses’ civility has an effect on patients’ perception of care received; changes in administrators’ civility over time have a strong statistical significance with nurses’ perception of patient care provided. •The model created demonstrates how to create a civil workplace. 1

Agile project management and the creation of intellectual property

Author: Gonzalez Winston
Publication venue: University of Maryland University College (UMUC)
Publication date: 16/08/2012
Field of study

As organizations seek new management approaches to speed their response to changing conditions in their environments, organizations find difficulties knowing how to create and manage the development of intellectual property using an agile project management (APM) approach. Organizations also find difficulties developing a flexible capability for innovating and collaborating with others in a fast-paced knowledge-based economy. In this dissertation, the author used an evidence-based research method to examine the literature on APM and the alternate approaches for creating and managing intellectual property. Intellectual property includes copyrightable material and inventions (patents), knowledge assets, and other intangibles. The author also used an expert panel to increase its validity. Findings from this study reveal evidence on intellectual property projects involving APM, such as computer software and training materials. In this study, the author also found insufficient empirical research on the subject of APM. Little evidence on the creation and management of intellectual property was found outside the computer software industry. This study advances knowledge on APM and proposes a theoretical, improved model for APM that can be applied to the creation and management of any type of intellectual property and other intangibles. The grounded theory for an improved model is based on concepts distilled from the literature, such as learning environments, innovation networks, and agile methods. The study also introduces a new discipline for the effective implementation of an improved APM system, encouraging a creative, dynamic, and systematic approach to manage agile projects: Craftgeneering all at once.Agile Project Management and the Creation of Intellectual Property by Winston Gonzalez A Thesis Submitted to the Graduate Faculty of University of Maryland University College in Partial Fulfillment of The Requirements for the Degree of Doctor of Management DMGT 892, James P. Gelatt, Ph.D., and Kathleen F. Edwards, Ph.D. DMGT 891, John R. Glennie, DBA DMGT 890, Michael A. Evanchik, Ph.D. Dissertation Committee: James P. Gelatt, Ph.D. Kathleen F. Edwards, Ph.D. August 16 2011 Agile Project Management Abstract As organizations seek new management approaches to speed their response to changing conditions in their environments, organizations find difficulties knowing how to create and manage the development of intellectual property using an agile project management (APM) approach. Organizations also find difficulties developing a flexible capability for innovating and collaborating with others in a fast-paced knowledge-based economy. In this dissertation, the author used an evidence-based research method to examine the literature on APM and the alternate approaches for creating and managing intellectual property. Intellectual property includes copyrightable material and inventions (patents), knowledge assets, and other intangibles. The author also used an expert panel to increase its validity. Findings from this study reveal evidence on intellectual property projects involving APM, such as computer software and training materials. In this study, the author also found insufficient empirical research on the subject of APM. Little evidence on the creation and management of intellectual property was found outside the computer software industry. This study advances knowledge on APM and proposes a theoretical, improved model for APM that can be applied to the creation and management of any type of intellectual property and other intangibles. The grounded theory for an improved model is based on concepts distilled from the literature, such as learning environments, innovation networks, and agile methods. The study also introduces a new discipline for the effective implementation of an improved APM system, encouraging a creative, dynamic, and systematic approach to manage agile projects: Craftgeneering all at once. Agile Project Management Keywords: Agile Project Management, Intellectual Property, Agile Methods, Agility, New Product Development, Learning Organization, Innovation Networks, Craftgeneering ©Copyright by Winston Gonzalez 2011 ii Dedication To Patricia, Zeenat, Winston Jr., and Joshua for their support, love, and understanding during this doctoral journey Agile Project Management iii Acknowledgments Several individuals played an important role during the author’s doctoral journey. Dr. Michael A. Evanchik was instrumental in guiding the initial research and the development of theoretical frameworks for this dissertation. The theoretical framework was revised under the guidance of Dr. James (Jim) Gelatt. Dr. Evanchik also provided insight into innovation networks. Dr. David F. Rico offered a professional courtesy by providing significant insight on agile methods. Fellow doctoral students provided important feedback during peer reviews. The author also thanks Kathleen O’Connor of Quality Editing for her expert work on APA compliance. The members of the expert panel were very helpful during the evaluation of the draft dissertation: Dr. David F. Rico, Dr. James J. Stewart, Sanjiv Augustine, Kashif A. Khan, and Marlon Christie. Their feedback was very valuable to the study of intellectual property and agile project management (APM). The Ravens Group, Inc., under the leadership of Joe N. Ballard, LTG, U.S. Army (retired), provided an onsite opportunity to explore and learn the APM concepts with Marlon Christie. Mr. Christie shared his professional experience in APM during an onsite interview. Sanjiv Augustine also participated in an interview sharing grounded real life applications of APM from his own practice. The author’s doctoral journey reached its completion state with the unlimited guidance, wisdom, dedication, and thorough review from excellent educators such as Dr. James P. Gelatt and Dr. Kathleen F. Edwards. To all: Thank you! Agile Project Management iv Table of Contents Abstract.............................................................................................................................. ii Acknowledgments ............................................................................................................. iii Appendices .........................................................................................................................vi Tables............................................................................................................................... vii Figures ............................................................................................................................. viii List of Acronyms ................................................................................................................ix Chapter 1: Introduction........................................................................................................1 Statement and Significance of the Problem.............................................................2 Importance to Management .....................................................................................3 Research Purpose, Originality, and Scope...............................................................4 Research Questions, Warrant, and Assumption ......................................................5 Thesis.......................................................................................................................7 Organization of the Dissertation..............................................................................7 Chapter 2: Literature Review.............................................................................................10 Intellectual Property...............................................................................................11 Product Development ............................................................................................40 Project Management ..............................................................................................50 Agile Project Management ....................................................................................73 Innovation............................................................................................................131 Theoretical Lenses and Research Propositions....................................................160 Chapter Summary ................................................................................................165 Chapter 3: Conceptual Framework..................................................................................166 Graphical Analysis and Synthesis .......................................................................166 Integration of Scholarship into the Framework ...................................................177 Towards and Improved Model for Agile Project Management...........................181 Chapter Summary ................................................................................................185 Chapter 4: Methodology..................................................................................................187 Theory and Practice of Evidence-Based Research ..............................................187 Scholarly Research Evidence ..............................................................................199 Chapter Summary ................................................................................................200 Chapter 5: Analysis and Discussion ................................................................................201 Findings ...............................................................................................................201 Analysis ...............................................................................................................209 Chapter Summary ................................................................................................219 Agile Project Management v Chapter 6: Conclusions and Implications for Management ............................................220 Overall Conclusions.............................................................................................220 Implications for Management..............................................................................223 Implications of Trends.........................................................................................227 Limitations and Future Research.........................................................................229 Chapter Summary ................................................................................................232 References.......................................................................................................................234 Agile Project Management vi Appendices A Evaluation Forms and Unstructured Interview Instruments ........................250 B Discussion of Experts Feedback and Actions Taken ...................................291 C A Meta Ethnography Synthesis of the Research Question ..........................297 D Level of Evidence Reviewed in Chapter 2...................................................306 Agile Project Management vii Tables 1 History of Agile Project Management..........................................................91 2 Phases of the Agile Project Management (APM) Framework Model........110 3 Skills Matrix Showing a Cross-Reference to Desired Traits in Agile Team Members ...........................................................................................118 4 Levels of Evidence in Management Research Comparable to Medical Research......................................................................................................189 5 Expert Panel................................................................................................195 6 Third Level Interpretation on Theoretical Constructs ................................198 7 Summary of Findings .................................................................................204 8 A Comparison between Innovation Models and Agile Project Management Systems as Organizational Innovation Models.....................211 9 Task Management Comparison in the Context of the Stages of Innovation...................................................................................................213 10 Comparison between Agile and Traditional Project Management.............215 Agile Project Management viii Figures 1 Comparison of Project Management Strategies. ........................................104 2 The APM Model as Complex Adaptive System (CAS). ............................108 3 A Customized Set of Practices For XP as an Agile Method.. ....................109 4 The Agile Project Management (APM) Framework Model.......................109 5 The Scrum Model as an Alternate Agile Method to Traditional Project Management. ..............................................................................................111 6 The Traditional Project Management (PM) Model: PMI’s Process Groups.........................................................................................................113 7 A Learning Model to New Product Development......................................115 8 The Project Economic Framework .............................................................128 9 Sequential Stages of a Current Innovation Model......................................143 10 Alternate Stages of Innovation.. .................................................................144 11 The New Product And Process Development (NPPD) Model ...................147 12 Closed Innovation Model System With Stage-Gates.. ...............................149 13 Open Innovation Model System With Stage-Gates....................................151 14 Proposed Agile Project Management System Model. ................................172 15 Inputs. .........................................................................................................173 16 The Learning Organization as an Agile Process.........................................175 17 Organization Design, Functions, Characteristics, And Enablers................176 18 Outputs........................................................................................................177 19 Craftgeneering: A New Discipline for Agile Project Management............182 Agile Project Management ix List of Acronyms APM – agile project management APM – Association of Project Management ASD – Adaptive Software Development CAS – complex adaptive systems DSDM – Dynamic Systems Development Method EBMgt – evidence-based management ENAA – Engineering Advancement Association FDD – Feature-Driven Development FEI – front-end of innovation FFE – fuzzy front end ERP – enterprise resource planning system GDP – gross domestic product IED – ideal engineering days IPRs – intellectual property rights IRNOP – International Research Network Organizing by Projects NCD – new concept development NPPD – new product and process development OECD – Organization for Economic Cooperation and Development PDM – product data management PLM – product life-cycle management PMI – Project Management Institute PMLC – search and development RBV – resource-based view RPMN – Rethinking Project Management Network SCA – sustainable competitive advantage SCM – supply chain management system SMEs – small- and medium-sized enterprises TOC – theory of constraints TRIPS – Trade-Related Aspects of Intellectual Property Rights WIPO – World Intellectual Property Organization XP – eXtreme Programming Agile Project Management 1 Chapter 1: Introduction Agile project management (APM) is a modern and innovative approach to product development that has been in practice in the computer software industry for the last decade. APM offers organizations the benefit of being nimble. APM also offers organizations the flexibility to adapt to change in product requirements and the opportunities for innovation during the creation and management of intellectual property such as computer software products. The author of this dissertation considers APM as a different way of thinking about managing change and about meeting the challenges of innovation in a knowledge-based economy; predominantly, challenges that arise during the creation and management of intellectual property (intangibles). Literature from practitioners and scholars suggests that APM is about adapting quickly to changing requirements, fostering innovative solutions (products or services), leading people into action through self-organized teams, and delivering a result that is acceptable to the customer on an iterative basis. However, the gaps in the literature on traditional and APM signal a difficulty in understanding how to manage intellectual property in a larger: the context of a knowledge-based economy. The following sections discuss the problem, the purpose, and the importance of the study of APM, and how practitioners and organizations can build on this knowledge. Chapter 1 introduces concepts relevant to the study as an overview. Chapter 2 provides detailed discussions on the concepts and authors referenced. Agile Project Management 2 Statement and Significance of the Problem The problem addressed in this dissertation is that many organizations lack the know-how to manage the creation of their intellectual property using an agile approach. In addition, often organizations might not know how to leverage knowledge and how to maximize their potential in their own business environment with a quick response. In a knowledge-based economy that depends on the commercialization of intellectual property (Simmie, 2003), organizations can also miss out on business opportunities when they cannot respond quickly to the changing conditions of their environments (Koen et al., 2001). For example, knowing how to create and manage intellectual property can be challenging for many organizations. Another challenge is determining which approach to use for the new product development (NPD) and how to manage efficiently projects that involve intellectual property. The problem of creating and managing intellectual property is significant when coupled with the fact that only a few world economies lead the way for economic growth and innovative activity. For example, the World Intellectual Property Organization (WIPO, 2009) reported in 2007 that 52.9% of the patent filings came from the top three countries with the largest budgets in research and development (R&D) and gross domestic product (GDP): China, Japan, and the United States of America. Porter (2003) asserted that patents represent an important measure of economic performance; but, among many measures, the region’s overall average wage and the standard of living could also be used to represent economic performance. Nevertheless, a generalization from Porter’s (2003) discussion of the economic performance of regions stands out: “Patents are the best available measure of innovative activity across all regions” (p. 550). At the same time, not all the patent systems from different countries account for all the Agile Project Management 3 innovative activity; nor do these imply that only the organizations from those countries know how to manage the innovation and the creation of their intellectual property. Organizations lacking the know-how are at a disadvantage for they might not know how to leverage knowledge as a functional resource (Alvesson, 2001) and how to take advantage of modern, alternate approaches to innovate and manage their intellectual property. Simmie (2003) asserted, “Knowledge is used to generate world leading innovations” (p. 611) in virtuous circumstances where the continued success of economies relies on the production of knowledge and the commercialization of innovations. Importance to Management This research is important to the study of management because it helps understand the application of new management approaches such as APM. Organizations looking at how to be successful in the management and creation of their intellectual property would also benefit from understanding the importance of implementing a dynamic organizational system, using quick-thinking methods (agile methods), applying concepts from a learning organization, leveraging alliances and innovation networks, maximizing the value of intellectual property, and adopting effective, APM approaches. APM is important to the development of intellectual property for a number of reasons. First, the APM approach can help manage the development of intellectual property in a fast, adaptive manner using a learning environment where knowledge is exploited and leveraged to produce the result. Second, APM gives organizations the opportunity to develop a core capability as a competitive advantage. Third, APM is also important to the management of innovation because its working environment helps Agile Project Management 4 facilitate open communication, creativity and collaboration among people (Highsmith, 2004). Results produced in the form of intangible assets (copyrightable material, patents, and knowledge assets) are difficult for competition to imitate, are costly and risky to create, can generate revenue, can help save costs, and can help the organization sustain a competitive advantage (see chapter 2; Kaplan & Norton, 2004). Evidence from Schwaber’s (2004) case study described how the MegaFund Systems Company solved a business problem using an APM approach called scrum (p. 69). Schwaber defined scrum as an agile method for project management that is based on inspection (review of progress) and adaptation of incremental changes with frequent product deliveries. APM implementations have used self-managing teams for learning, solving problems, collaborating

Relationship between relational assets and competitive advantage of foreign bank in China's banking industry: From the perspective of strategic alliances

Author: Chia Yi
Publication venue: University of Maryland University College (UMUC)
Publication date: 20/08/2012
Field of study

The Chinese economy is rapidly growing and is increasingly important in the modern global economy. To exploit this new market, foreign banks are eager to enter China to seek new business opportunities. Developing a successful market entry strategy is a key issue for foreign banks interested in expanding their business activities into China. China has unique socio-economic conditions and a cultural heritage quite different from Western society. This research examines the impact of relational assets on the competitive advantage of foreign banks. More specifically, through the formation of strategic alliances between foreign banks and domestic Chinese banks. Based on the literature of relational assets, a firm’s competitive advantage should be enhanced by the investment of relational assets in its international business activities. Strategic alliances, one of the cooperation-based entry modes, will be the form of investment examined. The effectiveness of the investment will be measured by the abnormal returns after the announcement of the strategic alliance. The statistical results of this study support the assumption that foreign banks that form strategic alliances with domestic banks gain enhanced competitive advantage and create value. Cultural Distance appears to play the critical role for success in the Chinese market. Foreign banks attempting to explore new business in China need not only to consider past practices but also need to accommodate China’s unique cultural environment, which emphasizes interpersonal relationships much more than does Western society. Foreign banks, particularly the Western banks, need to invest in relational assets in order to enhance competitive advantage and exploit the opportunities of the Chinese market.ABSTRACT Title of Dissertation: THE RELATIONSHIP BETWEEN RELATIONAL ASSETS AND COMPETITIVE ADVANTAGE OF FOREIGN BANK IN CHINA’S BANKING INDUSTRY: FROM THE PERSPECTIVE OF STRATEGIC ALLIANCES Yi Chia, Doctor of Management, 2009 Dissertation Directed By: Saad Laraqui, Ph.D. Dermod Wood, Ph.D. Murray R. Millson, Ph. D The Chinese economy is rapidly growing and is increasingly important in the modern global economy. To exploit this new market, foreign banks are eager to enter China to seek new business opportunities. Developing a successful market entry strategy is a key issue for foreign banks interested in expanding their business activities into China. China has unique socio-economic conditions and a cultural heritage quite different from Western society. This research examines the impact of relational assets on the competitive advantage of foreign banks. More specifically, through the formation of strategic alliances between foreign banks and domestic Chinese banks. Based on the literature of relational assets, a firm’s competitive advantage should be enhanced by the investment of relational assets in its international business activities. Strategic alliances, one of the cooperation-based entry modes, will be the form of investment examined. The effectiveness of the investment will be measured by the abnormal returns after the announcement of the strategic alliance. The statistical results of this study support the assumption that foreign banks that form strategic alliances with domestic banks gain enhanced competitive advantage and create value. Cultural Distance appears to play the critical role for success in the Chinese market. Foreign banks attempting to explore new business in China need not only to consider past practices but also need to accommodate China’s unique cultural environment, which emphasizes interpersonal relationships much more than does Western society. Foreign banks, particularly the Western banks, need to invest in relational assets in order to enhance competitive advantage and exploit the opportunities of the Chinese market. THE RELATIONSHIP BETWEEN RELATIONAL ASSETS AND COMPETITIVE ADVANTAGE OF FOREIGN BANK IN CHINA’S BANKING INDUSTRY: FROM THE PERSPECTIVE OF STRATEGIC ALLIANCES By Yi Chia Dissertation submitted to the Faculty of the Graduate School of the University of Maryland University College, in partial fulfillment of the requirements for the degree of Doctor of Management 2009 Advisory Committee: Saad Laraqui, Chair Dermod Wood Murray R. Millson © Copyright by Yi Chia 2009 ii Dedication This dissertation is dedicated to my parents, whose encouragement and support are the main reason for me to accomplish this research. iii Acknowledgements I wish to thank my committee advisors Dr. Saad Laraqui, Dr. Dermod Wood and Dr. Murray R. Millson for their intellectual guidance and advice, which provided me a great help to complete the learning journey and this dissertation. I also wish to thank my family for their support, especially my brother Chen, who works in Wachovia bank, for his valuable discussion on my research directions. Finally, all the errors and mistakes remain mine in this dissertation. iv Table of Contents Dedication ..................................................................................................................... ii Acknowledgements ...................................................................................................... iii Table of Contents ......................................................................................................... iv List of Tables ............................................................................................................... vi List of Figures ............................................................................................................. vii Chapter 1: Introduction and Research Problem .............................................................1 Section 1 : Topic Discussion..........................................................................................2 Section 2: Research Question ........................................................................................4 Section 3 : Key Assumptions and Key Definitions .......................................................5 Subsection 1: Key Assumptions ....................................................................................5 Subsection 2: Key Definitions .......................................................................................6 Section 4 : Contribution .................................................................................................6 Chapter 2: Literature Review .........................................................................................8 Section 1: Entry Mode Selection, Social Structure of China and Effect of Chinese Cultural Characteristics on Business Operation ............................................................8 Subsection 1: Entry Mode Selection ..............................................................................8 Subsection 2: Social Structure of China ......................................................................11 Subsection 3 : Effect of Chinese Cultural Characteristics on business operation .......14 Section 2: Strategic Alliances ......................................................................................15 Subsection 1: Benefit of Strategic Alliances ...............................................................15 Subsection 2: Risk of Strategic Alliances ....................................................................18 Section 3 : Network .....................................................................................................19 Section 4: Relational Assets.........................................................................................22 Section 5: Learning, Trust and Commitment ...............................................................25 Subsection 1: Learning ................................................................................................25 Subsection 2 : Trust and Commitment.........................................................................27 Section 6 : Value Creation and Estimation of Strategic Alliances ..............................29 Chapter 3: Conceptual Framework and Research Method ..........................................32 Section 1: Conceptual Framework ...............................................................................32 Section 2 : Hypotheses .................................................................................................34 Section 3: Unit of Analysis, Methodology and Data Source .......................................39 Subsection 1: Unit of Analysis ....................................................................................39 Subsection 2: Methodology .........................................................................................39 Subsection 3 : Data Source ..........................................................................................52 Chapter 4: Discussion, Results and Conclusions .........................................................58 Section 1: Result Analysis ...........................................................................................58 Subsection 1: Event Study Result ................................................................................58 Subsection 2: Multiple Regression Result ...................................................................60 Section 2: Discussion and Implication .........................................................................63 Section 3 : Limitations .................................................................................................66 Section 4: Conclusion ..................................................................................................66 Chapter 5: Recommendations for Future Work ..........................................................69 v Appendices ...................................................................................................................70 References ....................................................................................................................85 vi List of Tables Table Page 1 Revised Data of Equity-Based Strategic Alliances of Foreign Banks in China...54 2 Results of Abnormal Return (AR) and T-test Value of AR……………………..59 3 Results of Cumulative Abnormal Return (CAR) and T-test Value of CAR….....60 4 Zero-order Correlation…………………………………………………….........61 5 Multiple Regression Result……………………………………………………..62 vii List of Figures Figure Page 1 Conceptual Framework………………………………………………………..33 2 Time Series of Event Window and Estimation Period………………………..45 3 Abnormal Returns over a Time Period from Ten Days before to Ten Days after the Announcement……………………………………………………….84 1 Chapter 1: Introduction and Research Problem The objective of this study is to examine the performance of foreign banks that engage in cooperative activity in China. The results of formation of strategic alliances with domestic banks will be measured by the changes in stock prices resulting from the agreements. The title of this dissertation is: “The Relationship between Relational Assets and Competitive Advantage of Foreign Bank in China’s Banking Industry: From the Perspective of Strategic Alliances”. The premise underlying this project is that foreign banks have to build closer relationships with local banks to compete and cope with the unique socio-economic conditions of the Chinese market, which emphasizes relationships more than Western society does. That is, the formation of strategic alliances, mainly by the investment in relational assets, assists foreign firms to adapt to the unique socio-economic environment of China, gain competitive advantage, and create value in China’s banking industry. Generally speaking, foreign banks, when attempting to explore new business in China, must not only consider their own past practices but also accommodate to China’s unique business environment. In particular, the relationship network is a key characteristic of the Chinese culture. 2 The formation of equity-based strategic alliances is based on mutual cooperation. In particular, mutual trust and commitment, critical requirements of cooperative activities, are essential for the relational exchange during the cooperative process. The issue of learning also plays an important role in the success of strategic alliances, not only for valuable knowledge transfer but also on for value creation. The effects of the formation of equity-based strategic alliances will be measured with the event study, which is an econometric technique used to evaluate the impact of corporate events such as stock splits, initial public offerings, acquisitions etc. In recent years, this methodology has also been used to assess the success and the value creation of alliances (Chan et al., 1997; Anand and Khanna, 2000; Gleason et al., 2003; Chiou and White, 2005; Marciukaityte et al., 2008). Furthermore, it is important to note that the stock price data in this study was collected prior to the current global economic meltdown. Section 1 : Topic Discussion The development of the Chinese economy is becoming an important aspect of the global economy, making detailed knowledge of its banking system more important. In particular, and in accordance with the WTO agreement, foreign 3 banks are allowed to freely participate China’s banking industry, and compete directly with local banks (Yan & Schuler, 2006; Baradwaj, Flaherty and Li, 2008). Foreign banks enjoy certain sources of competitive advantage, such as a broad array of products and services, but there is still a necessity to build good relationships with domestic banks, to cope with, and to fit in to the Chinese business environment. China committed to fully open its banking sector for foreign companies when it entered the World Trade Organization (WTO) in 2001. Following this commitment, China announced the new rule – “Regulations of the People’s Republic of China on Administration of Foreign-funded Banks” in the end of 2006. Based on this new rule, many restrictions on foreign banks were removed, such as reporting of borrowers to a supervision authority. Foreign banks are now able to take on new kinds of banking activities, such as accepting retail deposits in RMB. However, the socio-economic conditions in China are quite different from Western society (Davies, Leung, Luk and Wong, 1995; Leong, Bond and Fu, 2006). In particular, relationship/guanxi or social networking is a very important factor for a foreign bank to consider in order to run a successful business in China (Bjırkman & Kock, 1995; Luo, 1997; Jose Tomas Gomez Arias, 1998; Tsang, 1998; Peng and Tan, 1998; Styles and Ambler, 2003; Buckley, Clegg & Tan, 2006). 4 Under these circumstances, foreign banks may adopt a cooperative strategy, forming strategic alliances with the local banks of China to compete and cope with the unique socio-economic conditions of the Chinese market (Tse, Pan and Au, 1997; Murrary, Kotabe and Zhou, 2005). Strategic alliances are increasingly mentioned and applied across different industries. The main purpose of a strategic alliance is to attempt to generate synergy and increase profit for the affiliated partners. (Vyas, Shelburn and Rogers, 1995; Narula and Hagedoorn, 1999; Kale, Singh and Perlmutter, 2000 Gleason, Mathur and Wiggins, 2003; Ojah, 2007; Dunning and Lundan 2008). Section 2: Research Question With the background described above, it seems that one of the rationales to form strategic alliances is because foreign banks that invest in relational assets and form equity-based strategic alliances with domestic banks will potentially increase business efficiency and/or effectiveness in China’s banking industry. This will hypothetically increase the ability of foreign banks to secure new sources of competitive advantages while also ensuring that they can accommodate market-specific challenges in China. The research questions are as follows: Question 1: 5 Is there any evidence to support the hypothesis that foreign banks that form equity-based strategic alliances with local banks increase their competitive advantage in China? Question 2: What factors influence the success of banking alliances in China? Is there any observable connection between relational assets and competitive advantage? Section 3 : Key Assumptions and Key Definitions Subsection 1: Key Assumptions 1. With the continuing trend of globalization, the necessity of using cooperative activity to succeed in the highly competitive environment is increasing. As Johnston, Lewin and Spekman (1999) pointed out that there are several forces pushing organizations into closer coordinated relationship, such as more intense global competition, rising costs of R&D and pressure of speed to the market (p. 259). 2. Foreign banks adopting a cooperative strategy for market entry should have more opportunities to create win-win situation in China. As stated by Hamel, Doz and Prahalad (1989) “A strategic alliance can strengthen both companies against outsiders even as it weakens one partner vis-à-vis the other” (p. 133). Considering the current situation in which well-managed foreign banks are eager to 6 enter China to explore the new market, and domestic Chinese banks need modern Western banking expertise to improve their corporate management. Subsection 2: Key Definitions 1. Strategic alliance means equity-based strategic alliance in this study. 2. Competitive Advantage will be measured by abnormal returns on stock price in terms of a firm’s stock price increase, which will be examined by a statistical test of significance using the t-test, once a strategic alliance is announced. Section 4 : Contribution The purpose of researching the relationship between relational assets (strategic alliances) and performance is to better enable foreign banks to assess their entry strategies in China. It is expected that this study will be able to make contribution to researchers and corporate managers. The potential contribution to scholarship is an effort to generate more useful business knowledge about relational assets and strategic alliances for those foreign banks that intend to expand business in China. China has different socio-economic and political situations from Western society. Thus, this research intends to contribute to knowledge about the management strategy in the specific and important China market. 7 For managers on both sides considering a strategic alliance, the study of the formation of strategic alliances between well-managed foreign banks and Chinese domestic banks will be helpful. 8 Chapter 2: Literature Review Section 1: Entry Mode Selection, Social Structure of China and Effect of Chinese Cultural Characteristics on Business Operation Subsection 1: Entry Mode Selection Many previous studies that discussed the foreign market entry strategies of multinational corporations (MNCs) rely on three main theories: Transaction Cost Theory Transaction cost theory is based on the economic rational of minimizing the cost to increase profit. Additionally, the transaction cost theory argues that MNCs have to create a governance structure to search for better control and less risk. Anderson and Gatignon (1986) examined the classification of entry modes, such as a wholly owned subsidiary, contract management, and non-exclusive contract, by the degree of control and integration. They also propose four main factors to determine the degree of control and integration: transaction-specific assets; internal uncertainty; external uncertainty; and free-riding potential. Specifically, they used these factors to provide useful guidance for a firm deciding which entry mode is most efficient under different market conditions. Kogut and Singh (1988) used the transaction cost approach to statistically examine the relationship between culture and entry mode. They found that not only 9 cultural distance but also uncertainty avoidance influences the entry mode choice by MNCs. Resource View of the Firm The second theory is the resource-based view of the firm, which examines the behavior of MNCs seeking complementary resources, including tangible and intangible assets, to enhance competitive advantage. Barney (1991), using the assumption of heterogeneity and immobility of resources, pointed out that rare, valuable, inimitable and unsubstitutable resources are a source of sustained competitive advantage of firms. Das and Teng (2000) adopted the resource-based view to discuss the typology of alliances, which was determined by the resources profiles of partner firms. They pointed out that the advantage of forming alliances is to pursue market opportunities and draw upon the strength of more than one firm to better the odds of success. Claver and Quer (2005) combined traditional theories, including Monopolistic Advantage and the Eclectic Paradigm with the resource-based view, to analyze the entry mode choice in China. They pointed out that not only the specific tangible and intangible factors of the firm, but also the degree of commitment, influences their choice of entry mode in China, i.e. an MNC will 10 choose a higher degree of commitment as it moves from a representative office towards a joint venture. Moreover, they argued that MNCs have to possess the ability of to access valuable resources to maintain competitive advantage. The Eclectic Paradigm In addition transaction costs and the resource-based view, the other main theory to explain foreign market activities is the Eclectic paradigm, also known as the OLI paradigm, which examines why international business activities occur, based on the ownership (O) and internalization (I) advantages of the firm in combination with the locational (L) advantages of a particular location or market. This paradigm is useful to answer three key decision questions: why, how and where (Galá

First Virtual Global Faculty Institute a Success - DE Oracle

Author: Pollack Susan
Publication venue: University of Maryland University College
Publication date: 2012
Field of study

DE Oracle @ UMUC An Online Learning Magazine for UMUC Faculty Center for Support of Instruction First Virtual Global Faculty Institute a Success Susan Pollack Instructional Support Specialist Center for Support of Instruction Published: September-October 2012 Category: » University-showcase » Conference-presentations UMUC's Center for Teaching and Learning (CTL) recently sponsored the first Virtual Global Faculty Institute for UMUC faculty worldwide at the end of July. This three-day professional development event, themed Effective Faculty, Successful Students, offered a variety of informational sessions for both graduate and undergraduate faculty to assist them with their teaching skills. The institute was conducted entirely online via WebEx, the university's synchronous communication platform. Sessions were held throughout the day each day, and several sessions were offered multiple times to accommodate faculty living in a variety of time zones. Kimberly Stott, Executive Director of CTL, noted that over 300 faculty from all around the globe attended the event. Session offerings included: Giving Useful Feedback Building Social and Teaching Presence with Instructor-Created Videos Designing Effective Online Discussions Technology Showcase Insights on Teaching Hybrid Courses Assessing Graduate Student Learning The Theory and Practice of Student Success: Practical Tips for Faculty. Acting Provost and Chief Academic Officer Marie Cini delivered the keynote presentation, The Importance of Faculty in the Learning Equation, and Cynthia Davis, Acting Dean of The Undergraduate School, and Robert Goodwin, Interim Dean of The Graduate School, led school-specific plenary sessions that focused on aligning faculty capabilities with institutional priorities and current research. Additionally, representatives from the Office of Information Technology discussed UMUC's upcoming transition to a new learning management system, and Dan McCollum from Institutional Effectiveness reviewed a variety of strategies to promote greater faculty effectiveness online and in the blended classroom. According to Stott, the institute "was the work of over 50 people from many of the UMUC divisions, stateside and overseas, who gave their time freely to help plan, support, and deliver the event." All of the sessions allowed participants to ask the presenters questions via the WebEx interface, which were moderated by CTL staff and other volunteers. Technical support issues were handled by staff from the Center for Support of Instruction as well as Information Technology. Follow-up questions, discussions, and activities were made available to attendees after the institute in a specially designated classroom within WebTycho to continue the engaging conversations. Previous iterations of this event, often known as the Summer Institute, had been hosted onsite in Maryland, and only a select few faculty or academic administrators could attend. This year, participants near and far welcomed the opportunity to connect and collaborate with their colleagues. "The feedback we've received to date has been overwhelmingly positive—with people sharing that they First Virtual Global Faculty Institute a Success - DE Oracle Contact Site Manager Created and Maintained by the Center for Support of Instruction © University of Maryland University College Powered by ArticleMS from ArticleTrader.com found the material useful and that they were pleased that UMUC hosted a conference that all faculty, regardless of location, were able to attend," said Stott. "Our experience with this institute opens the doors to many future synchronous Web-based events." Please see the CTL Web page (http://www.umuc.edu/ctl/) for additional professional development opportunities that are available throughout the year. About the Author(s) Susan began her career at UMUC in 1998 as a digital communications specialist in the Center for the Virtual University and the Center for Media & New Technology. She joined the Center for Support of Instruction in 2007 as an instructional support specialist. With a bachelor's degree in professional writing from Carnegie Mellon University and a Master of Distance Education from UMUC, Susan brings to the table a wealth of experience in online communications and learning. Her life before UMUC included five years in the educational publishing industry at the McGraw-Hill Continuing Education Center and several years in print publishing and editing for newspapers, a law firm, and several nonprofit organizations. Susan considers herself a lifelong learner who is always eager to try new things. She is continually on the lookout for learner support and communication issues. She is also an advocate of accessibility in online learning applications. Rating: Not yet rated Comments No comments posted. You must be logged in and be a member of the UMUC community in order to comment. If you are a member of the UMUC community and do not have an account, please register for a FREE one. If you have a guest account but are Faculty/Staff of UMUC please send an email to the DE Oracle Site Manager (mailto:[email protected]?subject=Please Update my DE Oracle Guest Account) so that your guest account can be updated. First Virtual Global Faculty Institute a Success - DE Oracl

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