The Public Education Network Study of LEF Leadership: Report on Baseline Survey Findings

Many nonprofit organizations seek to make change. To that end, much needed "capital" -- variously described as social, public, professional, and human -- is being brought to bear upon pressing social issues. Researchers across the country are attempting to understand how these resources are being generated, deployed, and administered, and to what avail. Of particular interest here are local education funds (LEFs) and their leaders. LEFs are a set of voluntary, intermediate, and mission-driven organizations, conceived by the Ford Foundation in 1983, which sit strategically at the nexus of educational and civic capacity building. This report provides the results of the first phase of the Public Education Network (PEN) leadership study, a baseline survey administered to 59 LEF executive directors.The survey had two purposes: to provide a snapshot of leadership characteristics and perceptions of executive directors -- information never before compiled and examined -- and to gather contextual information on the LEFs and the communities they serve. The results will be used as a foundation for subsequent research on LEF leadership. In time, the findings from this research will assist PEN in its efforts to nurture and sustain LEF leadership

Creating the N-Form Corporation as a Managerial Competence

This paper discusses key properties of the N-form corporation or internal network forms of organizing from three mutually related perspectives: structure, knowledge flows and management processes. To operationalize knowledge flows, a key property of N-forms, the paper suggests a new measure, the H/V ratio, to empirically assess the configuration of knowledge flows. The argument is illustrated by a case study of a firm showing that top management's perception about having an internal network contradicts with reality as vertical knowledge flows appear to dominate the horizontal ones. The managerial competence required for creating internal networks aimed at knowledge creation and sharing will be discussed.internal networks;knowledge flows;N-form Corporation;Organizational forms;managerial competence

The affective extension of ‘Family’ in the context of changing elite business networks

Drawing on 49 oral-history interviews with Scottish family business owner-managers, six key-informant interviews, and secondary sources, this interdisciplinary study analyses the decline of kinship-based connections and the emergence of new kinds of elite networks around the 1980s. As the socioeconomic context changed rapidly during this time, cooperation built primarily around literal family ties could not survive unaltered. Instead of finding unity through bio-legal family connections, elite networks now came to redefine their ‘family businesses’ in terms of affectively loaded ‘family values’ such as loyalty, care, commitment, and even ‘love’. Consciously nurturing ‘as-if-family’ emotional and ethical connections arose as a psychologically effective way to bring together network members who did not necessarily share pre-existing connections of bio-legal kinship. The social-psychological processes involved in this extension of the ‘family’ can be understood using theories of the moral sentiments first developed in the Scottish Enlightenment. These theories suggest that, when the context is amenable, family-like emotional bonds can be extended via sympathy to those to whom one is not literally related. As a result of this ‘progress of sentiments’, one now earns his/her place in a Scottish family business, not by inheriting or marrying into it, but by performing family-like behaviours motivated by shared ethics and affects

Study of the achieving styles of Massachusetts middle and high school principals to determine which styles they are using to implement the mandates of the Massachusetts Education Reform Act.

The purpose of this study was to determine whether current principals in the middle and high schools of Massachusetts are using the achieving styles consistent with the Massachusetts Education Reform Act mandate of participative decision-making. The third wave of school reform has fostered the development of new leadership models for principals, reflecting a newer, more relational and connective governance in schools. The Massachusetts Education Reform Act of 1993 mandated participative governance to effect radical changes in the schools. An historical overview of educational administration and the role of the principal culminates in the connective leadership model developed by Jean Lipman-Blumen in 1992. This model transcends the biases of traditional models and stretches beyond transformational leadership to the establishment of interdependent structures such as alliances, networks, teams, and collaboratives involving all the stakeholders in the school community. A study, using the L-BL Achieving Styles Inventory, was conducted with 42 Massachusetts middle and high school principals to determine the styles they are using to implement participative governance into their schools. SPSS was employed for a 2-tail t-test of Significance to assess whether there was a relationship between achieving style and gender, years of experience as a principal, or school level. Results indicated no significant difference between the scores of males and females. A significant relationship was established between the competitive achieving style and school level at.030. High school principals were found to achieve significantly more competitively than middle school principals. A somewhat significant relationship of.062 was found between the collaborative achieving style and years of experience as a principal. Principals with fewer than three years of experience in the principalship have higher collaborative achieving scores. All groups scored highest in the relational domain. Scores in the instrumental domain, representing the extended skills of connective leadership, were the lowest, indicating a need for awareness and educational programs to expand principals\u27 achieving styles

Reinforcing The Status Quo in Organizations Through Mobile Instant Messaging (MIM)

Background: The usage of mobile instant messaging (MIM) applications such as WhatsApp and Telegram in an organization has become increasingly popular. Unfortunately, studies on the phenomenon, especially its impact on organizations, such as power distribution, have been scarce. Thus, this study asks, how does MIM technology affect power distribution in an organization? The objectives are twofold. The first is to determine how the MIM technology altered the distribution of power in an organization. The second is to identify why a collaborative tool intended for social use can have a profound impact on power relations in an organization. Method: This case study involved interviews with twenty-one participants through six group interview sessions. The management selected the participants based on the study requirements. The interview participants were selected from different levels of the organization’s hierarchy that use MIM actively in managing work. Results: The findings suggest that increased use of MIM for many activities, such as delivering instructions and monitoring work progress, has had a profound effect on power distribution. The findings suggest that the implementation of MIM in managing work reinforces the status quo of top management through the congregation of employees, forced commitment, and the illusion of consensus. Conclusions: MIM can reinforce the power of the top management over the rest by extending its reach to all levels in the organization. Findings from this study add to the existing knowledge on the relationship between power and information systems (IS) and power relations and MIM. Available at: https://aisel.aisnet.org/pajais/vol12/iss3/4

Beyond Markets and Hierarchies: Toward a New Synthesis of American Business History

We sketch a new synthesis of American business history to replace (and subsume) that put forward by Alfred D. Chandler, Jr., most famously in his book The Visible Hand (1977). We see the broader subject as the history of the institutions of coordination in the economy, with the management of information and the addressing of problems of informational asymmetries representing central problems for firm- and relationship design. Our analysis emphasizes the endogenous adoption of coordination mechanisms in the context of evolving but specific operating conditions and opportunities. This naturally gives rise both to change and to heterogeneity in the population of coordination mechanisms to be observed in use at any moment in time. In discussing the changes in the population of mechanisms over time, we seek to avoid the tendency, exemplified by Chandler's work but characteristic of the field, to see history of adoption in teleological rather than evolutionary perspective. We see a richer set of mechanisms in play than is conventional and a more complex historical process at work, in particular a process in which hierarchical institutions have both risen and, more recently, declined in significance.

The effect of Dutch and German cultures on negotiation strategy comparing operations and innovation management in the supply chain

negotiation, strategy, culture, Dutch, German

Social relations, human resource management, and knowledge transfer in work organisations: toward an integrated approach

Hailed as the basis for competitive advantage of contemporary firms, knowledge transfer has recently emerged as a key research topic in the organisation and management field. Despite wide recognition of the importance of social relations for effective knowledge transfer, there is little understanding of the micro-sociological foundations of this process, and even less understanding of the ways in which human resource management practices can support social relations conducive to knowledge transfer and sharing. The present study developed an integrated conceptual model with the aim to improve understanding of the mechanisms for and the conditions under which social relations can be transformed into useful, actionable knowledge. To test this model, quantitative data were gathered through a questionnaire survey of 135 knowledge workers from three Irish-based organisations. Qualitative data were also collected through semi-structured interviews with the human resource managers and knowledge managers of these organisations. The findings demonstrated that, at the interpersonal level of analysis, the effective transfer of knowledge hinges upon the extent to which individuals share a common lexicon for communication and trust each other, both professionally and personally. In particular, personal trust was found to be key to the transfer of tacit knowledge, thereby underlining the importance of positive affect as a criterion for the formation of productive knowledge exchange relations. In regard to the role of human resource management, it was found that employees’ perceptions of reciprocal task interdependence, job feedback, selective staffing, intensive socialisation, and relational-oriented training and development are related strongly to their perceptions of a social climate of teamwork and cooperation and, consequently, of knowledge sharing attitudes. Importantly, the effect of these practices was found to be mediated by employees’ perceptions of line managers’ support for knowledge sharing. The study concluded by suggesting the need for further integration of social relations into research on the role of human resource management practices in knowledge transfer and organisational learning

Thinking About You: Perspective Taking, Perceived Restraint, and Performance

Conflict often arises when incompatible ideas, values or interests lead to actions that harm others. Increasing people’s willingness to refrain from harming others can play a critical role in preventing conflict and fostering performance. We examine perspective taking as a relational micro-process related to such restraint. We argue that attending to how others appraise events supports restraint in two ways. It motivates people to act with concern and enables them to understand what others view as harmful versus beneficial. Using a matched sample of 147 knowledge workers and 147 of their leaders, we evaluate the impact of appraisal-related perspective taking on leaders’ perceptions of knowledge workers’ restraint and performance