102,234 research outputs found
Bibliographie Hilarion G. Petzold 1958 – 2009 mit Anhang als Einführung
No full textDieses Archiv enthält die Gesamtbibliographie der Werke des Autors nebst einiger Texte „Über H. G. Petzold“ im Schlussteil der Bibliographie sowie einen Anhang mit einer Einführung in die Architektur des Werkes in seinem wissenslogischen Aufbau als Ausarbeitung seines „Tree of Science Modells“ (2007).This archive contains the complete bibliography of the author and some texts about H. G. Petzold, moreover an epilogue with an introduction to the architecture of the works in its epistemological structure and composition and as an elaborations of Petzold’s „Tree of Science Modell (2007).https://www.fpi-publikation.de/polyloge/01-2009-petzold-h-g-gesamtbibliographie-h-g-petzold-1958-2009-updating-november2009/peerReviewedpublishedVersio
Dispelling the Myths Behind First-author Citation Counts
No full textWe conducted a full-scale evaluative citation analysis study of scholars in the XML research field to explore just how different from each other author rankings resulting from different citation counting methods actually are, and to demonstrate the capability of emerging data and tools on the Web in supporting more realistic citation counting methods. Our results contest some common arguments for the continued
use of first-author citation counts in the evaluation of scholars, such as high correlations between author rankings by first-author citation counts and other citation
counting methods, and high costs of using more realistic citation counting methods that are not well-supported by the ISI databases. It is argued that increasingly available digital full text research papers make it possible for citation analysis studies to go beyond what the ISI databases have directly supported and to employ more
sophisticated methods
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3346: Samuel G. Freedman, author, 2013
No full textPhotograph of author Samuel G. Freedman, at NT Daily Slash meeting in the Mayborn School of Journalism at UNT
Self-field AC losses on Ag-BSCCO(2223) multifilamentary tapes with different filament arrangements
No full textWhat really matters? The elusive quality of the material in feminist thought
No full textThe concept of the 'material' was the focus of much feminist work in the 1970s. It has always been a deeply contested one, even for feminists working within a broadly materialist paradigm of the social. Materialist feminists stretched the concept of the material beyond the narrowly economic in their attempts to develop a social ontology of gender and sexuality. Nonetheless, the quality of the social asserted by an expanded sense of the material - its 'materiality' - remains ambiguous. New terminologies of materiality and materialization have been developed within post-structuralist feminist thought and the literature on embodiment. The quality of 'materiality' is no longer asserted - as in materialist feminisms - but is problematized through an implicit deferral of ontology in these more contemporary usages, forcing us to interrogate the limits of both materialist and post-structuralist forms of constructionism. What really matters is how these newer terminologies of 'materiality' and 'materialization' induce us to develop a fuller social ontology of gender and sexuality; one that weaves together social, cultural, experiential and embodied practices
The Right to Strike under the United States Constitution: Theory, Practice, and Possible Implications for Canada
No full textAnswering critics of the Canadian Supreme Court's judgment in B.C. Health, the author argues that the Court laid the foundation for a principled and durable doctrine protecting constitutional labour rights, one that goes directly to the heart of the matter — the inequality of workers’ power in the employment relation. In the author’s view, two paths could lead from B.C. Health to the recognition of Charter protec- tion for a right to strike: one that treats the right as an accessory to col- lective bargaining, and one that upholds the right directly on the basis of the Charter values of equality and participation. The author supports the latter approach, contending that constitutional rights should be defined in relation to fundamental values, in a way that is not contingent on time-bound or fact-sensitive assessments about the role of strikes within a particular collective bargaining regime. Although a Charter right to strike may involve the courts in difficult choices about when to defer to legislative policy decisions, and courts may lack the institutional capac- ity to deal effectively with labour law issues, the author points out that judges can look to ILO standards for expert guidance. Noting that the U.S. experience in this area might be of considerable use to Canadians, the author concludes by providing an overview of American case law concerning a constitutional right to strike.Peer reviewe
Sustainability-oriented leadership for nonprofit social enterprises: A systematic review
No full textSustainability-oriented leadership has emerged as a topic of strategic interest among governing boards of directors, management practitioners, and stakeholders of some nonprofit social enterprises (NSEs). There is interest in determining the particular leadership styles that are best suited to manage NSEs toward organizational sustainability. The purpose of this study is to investigate evidence that demonstrates a relationship between organizational leadership styles and sustainability for NSEs. The study's methodology is a Systematic Review (SR) that provides a practitioner-oriented, evidence-based research approach. Results of the study indicate the existence of a complex relationship where organizational leadership style influences how risk-management skills are employed, innovation opportunities are exploited, and resilient behaviors are reinforced to facilitate sustainability among NSEs.SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
A SYSTEMATIC REVIEW
Eddie G. Montgomery
Dissertation
Submitted to the
Graduate Faculty
of
University of Maryland University College
in Partial Fulfillment of
The Requirements for the Degree
of
Doctor of Management
Dissertation Chairpersons
Leslie D. Dinauer, Ph.D.
Laura D. Witz, Ph.D.
2015
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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Table of Contents
Abstract ...............................................................................................................................4
Acknowledgements ..............................................................................................................5
List of Tables .......................................................................................................................6
List of Figures ......................................................................................................................7
List of Appendices ...............................................................................................................8
Chapter One: Introduction and Overview of Existing Literature ................................9
Chapter introduction .......................................................................................................9
Statement and significance of the Problem ...................................................................13
Importance to Management ..........................................................................................14
Theoretical Framework .................................................................................................18
Research Questions, Assumptions, and Propositions ...................................................21
Organization of the dissertation……. ...........................................................................23
Overview of Existing Literature ...................................................................................24
Conceptual relationship ................................................................................................45
Chapter summary ..........................................................................................................45
Chapter Two: Methodology ............................................................................................46
Chapter introduction .....................................................................................................46
Theory and practice of Evidence-Based Research in Management ..............................47
Research epistemology and objective ...........................................................................49
Research philosophy .....................................................................................................50
Systematic Review Methodology .................................................................................51
Stages of the Systematic Review ..................................................................................52
Search strategy ..............................................................................................................55
Inclusion and Exclusion Criteria ...................................................................................57
Thematic analysis..........................................................................................................73
Synthesis methodology .................................................................................................79
Chapter summary ..........................................................................................................81
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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Chapter Three: Results & Findings ...............................................................................82
Chapter introduction .....................................................................................................82
Results of thematic analysis and synthesis ...................................................................82
Modified conceptual framework ...................................................................................90
Research question and answer ......................................................................................92
Chapter summary ..........................................................................................................94
Chapter Four: Discussion ...............................................................................................95
Chapter introduction .....................................................................................................95
Discussion .....................................................................................................................95
Chapter summary ..........................................................................................................97
Chapter Five: Implications for Practice ........................................................................98
Implications for management practice ..........................................................................98
Implications for future research study ........................................................................101
Limitations of the study ..............................................................................................103
Conclusions of the study .............................................................................................103
References .......................................................................................................................106
Appendices ......................................................................................................................132
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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ABSTRACT
Sustainability-oriented leadership has emerged as a topic of strategic interest among governing
boards of directors, management practitioners, and stakeholders of some nonprofit social
enterprises (NSEs). There is interest in determining the particular leadership styles that are best
suited to manage NSEs toward organizational sustainability. The purpose of this study is to
investigate evidence that demonstrates a relationship between organizational leadership styles
and sustainability for NSEs. The study’s methodology is a Systematic Review (SR) that provides
a practitioner-oriented, evidence-based research approach. Results of the study indicate the
existence of a complex relationship where organizational leadership style influences how risk-management
skills are employed, innovation opportunities are exploited, and resilient behaviors
are reinforced to facilitate sustainability among NSEs.
Keywords: Entrepreneurial, Leadership, Nonprofit, Social Enterprise, Sustainability
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
A SYSTEMATIC REVIEW 5
ACKNOWLEDGEMENTS
People will forget what you said, people will forget what you did, but people will
never forget how you made them feel… (Maya Angelou, 1993, Wouldn't Take
Nothing for My Journey Now, p. 12).
I acknowledge, with sincere gratitude, my wife, Josephine, son, Eddie Jr., daughter-in-law,
Latiffany Rena, and my grandchildren, Monique Jena, Eddie Jaron, Eric Lamar, and
Michael Jamar for your patience as I pursued this milestone in my academic career. I appreciate
the support received from my biological and spiritual sisters and brothers. A special thank you is
extended to my dissertation chairpersons, Dr. Leslie Dinauer and Dr. Laura Witz. Each of you
provided your unique style of teaching, leading, and guiding during my doctoral journey.
A bouquet of thanks is extended to each person who shared this journey with me. To
those who forged ahead of me, you left good tracks for me to follow. To those who are still
marching behind me, the sounds of your footsteps are not too distant, keep charging. To my
cohort, it was your care, concern, and yes, love, that encouraged me to keep going. The humor
we shared during the difficult days made life so much more bearable. I shall always remember
each of you. My favorite class quote was, “They say there is light at the end of the tunnel, but I
don’t even see the tunnel.”
Finally, but most importantly, I thank God for giving me the courage and strength to
complete the doctoral program. I did not complete it just for personal reasons, but I did so to
help, in some small way, others who may question whether they too can earn their doctoral
degree in spite of great adversity. My answer is, you will never know unless you try.
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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LIST OF TABLES
1 Research Assumptions ................................................................................................22
2 Research Propositions .................................................................................................23
3 Inclusion/Exclusion Criteria .......................................................................................57
4 Electronic databases used in the review ......................................................................58
5 Excerpt of Keyword search criteria by database .........................................................59
6 TAPUPAS and Weight of Evidence Validity and Relevance Rating Scale ...............66
7 Weight of Evidence ....................................................................................................67
8 Contextual appraisal of the literature and Rating Scale ..............................................69
9 Excerpt of Publication bundling of literature sources.................................................70
10 Publication bundling listing of literature sources .......................................................72
11 Excerpt of thematic coding Stage One code list .........................................................75
12 Descriptive themes emerging from the systematic review .........................................78
13 Stage-3 Analytical Themes .........................................................................................79
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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LIST OF FIGURES
1 Conceptual framework for NSE sustainability-oriented leadership ...........................45
2 Common Stages of a Systematic Review Plan ...........................................................52
3 PRISMA search strategy process ................................................................................62
4 Stage-1 Thematic coding of article text ......................................................................74
5 Descriptive theme schematic of risk propensity for NSEs .........................................77
6 Modified conceptual framework .................................................................................91
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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LIST OF APPENDICES
Appendix A. Expert stakeholder feedback questionnaire .............................................132
Appendix B. Expert stakeholder panelist’s comments and feedback ...........................137
Appendix C. Inclusion/Exclusion criteria and rationale ...............................................140
Appendix D. Keywords search criteria by database .....................................................142
Appendix E. Weight of evidence coded literature ........................................................149
Appendix F. Contextual appraisal of the literature and Rating Scale ..........................167
Appendix G. Publication bundling of literature sources ...............................................188
Appendix H. Thematic code list for Stage-1 thematic analysis ....................................199
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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CHAPTER ONE: INTRODUCTION
Chapter Introduction
Historical background. In 1902, Reverend Edgar J. Helms, a Methodist minister in
Boston, MA, went from house to house in Boston’s affluent neighborhoods collecting donated
clothing and used household goods. Rev. Helms took the donated items and hired poor,
unemployed, and disabled citizens to mend the clothing and repair the used goods. The items
were then resold to the public or given to the people who repaired them. Rev. Helms established
thrift stores using this system of refurbishment and retail (Goodwill Industries, 2014; Le Zotte,
2013). What started as a small nonprofit organization has today become a 4 billion dollar
sustainable nonprofit social enterprise called Goodwill Industries. Within the field of
entrepreneurship, Reverend Helms is referred to as a social entrepreneur, and Goodwill
Industries is known as a sustainability-oriented nonprofit social enterprise.
Social entrepreneurship is a term that Ashoka Founder and CEO Bill Drayton first used in
the early 1980s. As stated in an article by Light (2009):
[Social entrepreneurship] continues to inspire images of audacious social change, the
kind that sweeps away the old approaches to solving intractable social problems such as
disease, hunger, and poverty. Like business entrepreneurship, social entrepreneurship
involves a wave of creative destruction that remakes society. Although we will always
need traditional social services, even more during times of high economic turmoil, social
entrepreneurship focuses on changing the underlying dynamics that create the demand for
services in the first place. Instead of treating society's distress, social enterprise holds
hope for eliminating the distress altogether. (p. 21)
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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Social enterprise literature defines social enterprises as those organizations that fall along a
continuum of business structures—from for-profit oriented enterprise engaged in socially
beneficial activities to the nonprofit enterprise that mediates profit goals with social objectives
(Kerlin, 2006).
A nonprofit social enterprise (NSE) is a tax-exempt organization that operates a market-oriented,
profit-generating business to fulfill a social mission that creates social value (Austin,
Stevenson & Wei-Skillern, 2006). The study by Austin et al. (2006) provides a comprehensive
definition of social entrepreneurship that goes from broad to narrow. The broad definition states
that social entrepreneurship refers to innovative activity with a social objective within the for-profit
and nonprofit business sectors. Several authors subscribe to the broad definition of social
entrepreneurship (Austin & Reficco, 2009; Dees, 1998; Dees & Anderson, 2003; Emerson &
Twersky, 1996). The narrow definition of social entrepreneurship refers to the phenomenon of
applying business expertise and market-based skills in the nonprofit sector, such as when
nonprofit organizations develop innovative approaches to earn income (Reis, 1999; Thompson,
2002). A common factor across all definitions of social entrepreneurship is the underlying drive
to create social value rather than personal or shareholder wealth.
Definitions
To establish a knowledge frame for this study, the following words are defined and
utilized throughout the document: sustainability, leadership, and entrepreneurial leadership style.
Sustainability. In social science research, sustainability is defined as the endurance of
systems and processes. The concept of sustainability uses the organizing principle of sustainable
development, which includes systems and processes that meet the needs of the present without
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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compromising the ability of future generations to meet their needs (World Commission on
Environment and Development, 1987). Sustainability-oriented leadership is a process involving
behavioral changes in leadership that are attributable to a change in knowledge and values within
the social environment. The unresolved phenomenon of NSE failure is the reason sustainability
is serving as the conceptual framework for this study (Siebenhüner & Arnold, 2007).
Sustainability is the end-goal of a variety of organizational means.
Leadership. There are many definitions of leadership, either as a process or as a
behavior. Within the context of the organization, this study conceptualizes leadership as “one
individual influencing a group of others to accomplish common goals" (Northouse, 2012, p. 6).
Using this conceptualization, leadership can be viewed as the actions of individuals, within
organizations, that determine what needs to be done to accomplish its goals efficiently. Many
practitioners assume that particular leadership styles facilitate organizational sustainability.
There is interest among practitioners in determining the particular leadership styles that are best
suited to manage a nonprofit social enterprise (NSE) towards organizational sustainability. This
study investigated the dominant leadership styles of NSEs using evidence found through research
of a variety of studies and published literature.
Entrepreneurial leadership style. Entrepreneurial leadership style is defined by the
risk-taking, innovativeness, and resilient behaviors exhibited by an organization and its
leadership team. Entrepreneurial leadership style is used to influence followers and stakeholders
towards accomplishing the organization’s goals while managing resources strategically.
Entrepreneurial leadership style exhibits opportunity seeking and advantage seeking behaviors
(McCarthy, Puffer, & Darda, 2010). Entrepreneurial leadership style also involves the process of
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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exploring, exploiting, and diffusing innovation opportunities, and demonstrating an above-average
degree of risk-taking to leverage scarce resources (Peredo & McLean, 2006). Badelt
(2003) defines entrepreneurial leadership style by referring to Schumpeter’s basic characteristics
of an entrepreneur, which are described in his theory of economic development. Schumpeter
posits the entrepreneur as an individual with a particular attitude towards change. This definition,
when applied to the collective behaviors of organizational actors, represents a style of
organizational leadership and entrepreneurship (Goss, 2005).
This study investigates entrepreneurial leadership under the assumption that leadership
styles can be empirically studied. Entrepreneurial leadership style is conceptualized as behavioral
characteristics that influence how tasks, objectives, and goals are accomplished. This study uses
the behavioral concept of leadership style to explore how risk-taking, innovativeness, and
resilient behaviors may or may not affect organizational sustainability (Yukl, 2012).
Organizations selecting an entrepreneurial leadership style develop management teams
that exhibit entrepreneurial leadership behaviors. An entrepreneurial leadership style is not
limited to securing resources or influencing people. Entrepreneurial leadership style includes
providing vision to craft ethically-based missions (Warrell, 2008). Entrepreneurial leadership
style also includes providing a market-based approach to accomplish an organization’s mission
(Morris, Coombes, Schindehutte, & Allen, 2007; von der Weppen, 2012). As suggested by
Ruvio, Rosenblatt, and Hertz-Lazarowitz (2010), entrepreneurial organizations must understand
the differences in the types of missions that can and cannot be managed entrepreneurially.
Gaining an understanding of different mission types involves defining the core competencies of
SUSTAINABILITY-ORIENTED LEADERSHIP FOR NONPROFIT SOCIAL ENTERPRISES:
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the organization and using its entrepreneurial leadership style to deliver the social value desired
by stakeholders.
Statement and Significance of the Problem
The purpose of this study is to investigate evidence that demonstrates a relationship
between organizational leadership style and sustainability for NSEs. The research objective is to
determine if there is evidence to support the assumption that leadership styles can facilitate
sustainability to decrease the failure rate of NSEs. At the time of this study, there are over 1.6
million nonprofit organizations operating within the United States of America (USA). These
groups represent a sizable contribution (7 percent) to the nation's gross domestic product (GDP),
which is divided into three business sectors—for-profit, government, and nonprofit. Of the 1.6
million nonprofit organizations in the USA, 36 percent (576,000) are social enterprises.
Annually, over 16.8 perce
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S. Galmier - Gattaria Herba (112)
Gatter - Gehäge (204)
Gehänge - Gemälderey (302)
Gemäse - Geometrische Zahl (382)
Geometrische Zolle - Geröhricht (478)
Gerohus - Gianinius (581)
Gianius - Glywiß (708)
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