Successfully transitioning executives during times of multidimensional change: a Delphi study examining organizational practices in large hospital systems

Healthcare is the fastest growing industry in the United States and globally. Economists forecast that as the population grows and life expectancy increases, the healthcare sector will continue expanding to meet consumer needs domestically and globally. Population aging and the emergence of global pandemics has substantially increased the demand for healthcare services and has created volatile, complex, uncertain, and ambiguous conditions that ignite social, economic, and workforce shifts within and outside the organization. While these factors require growth and agility within healthcare organizations, high turnover in the healthcare workforce threatens these organizations’ ability to effectively fulfill their mission. The high rate of chief executive turnover within large hospital systems poses particularly significant threats to the industry and national health. Therefore, this study identified strategies and organizational practices for chief executive officer transitions at large hospital systems during times of significant multidimensional change. The present study used a qualitative Delphi method. Thirty chief human resources officers from large hospital systems were recruited for the panel using a purposive sampling strategy. The initial survey was created based on a review of extant literature on chief executive transition. Panelists were asked to rate the identified organizational practices on a scale 1 (not at all important) to 7 (critically important). Items were rated iteratively until consensus and stability have been achieved or the three rounds have been completed

Institutional plan. Fiscal Year 1997--2002

Sandia National Laboratories is operated for the United States Department of Energy by a subsidiary of Lockheed Martin Corporation. National security programs and defense-related environmental programs for DOE comprise 65 percent of Sandia`s work. We are the DOE Defense Programs laboratory responsible for engineering development of all US nuclear weapons and for systems integration of the nuclear weapons with their delivery vehicles. Our responsibilities include design, certification, and assessment of the nonnuclear subsystems of nuclear weapons; safety, security, reliability, and use control; issues associated with production and dismantlement of nuclear weapons; surveillance and support of weapons in the stockpile; and work in nuclear intelligence, nonproliferation, and treaty verification technologies. Sandia is a multiprogram laboratory. Ten percent of our work supports DOE missions in energy science, research, and development. When appropriate, we also perform work for other government agencies, particularly the Department of Defense, in programs where unique competencies built our mission responsibilities can add value. This report discusses the activities of these responsibilities at the Sandia National Laboratories

Annual Report of the University, 2001-2002, Volumes 1-4

VITAL ACADEMIC CLIMATE* by Brian Foster, Provost/Vice President of Academic Affairs A great university engages students and faculty fully in important ideas and issues ... not just to learn about them, but to take them apart and put them back together, to debate, deconstruct, resist, reconstruct and build upon them. Engagement of this sort takes concentration and commitment, and it produces the kind of discipline and passion that leads to student and faculty success and satisfaction in their studies, research, performance, artistic activity and service. It is also the kind of activity that creates a solid, nurturing spirit of community. This is what we mean when we talk about a vital academic climate. We are striving for an environment that will enrich the social, cultural and intellectual lives of all who come in contact with the University. Many things interconnect to make this happen: curriculum, co-curricular activities, conferences, symposia, cultural events, community service, research and social activity. Our goal is to create the highest possible level of academic commitment and excitement at UNM. This is what characterizes a truly great university. *Strategic Direction 2 New Mexico native Andres C. Salazar, a Ph.D. in electrical engineering from Michigan State University, has been named the PNM Chair in Microsystems, Commercialization and Technology. Carrying the title of professor, the PNM Chair is a joint appointment between the School of Engineering and the Anderson Schools of Management. Spring 2002 graduate John Probasco was selected a 2002 Rhodes Scholar, the second UNM student to be so honored in the past four years. The biochemistry major from Alamogordo previously had been awarded the Goldwater Scholarship and the Truman Scholarship. Andres c. Salazar Biology student Sophie Peterson of Albuquerque was one of 30 students nationwide to receive a 2002-2003 Award of Excellence from Phi Kappa Phi, the oldest and largest national honor society. Regents\\u27 Professor of Communication and Journalism Everett M. Rogers was selected the University\\u27s 4 71h Annual Research Lecturer, the highest honor UNM bestows upon members of its faculty. John Probasco honored by Student Activities Director Debbie Morris. New Mexico resident, author and poet Simon}. Ortiz received an Honorary Doctorate of Letters at Spring Commencement ceremonies. Child advocate Angela Angie Vachio, founder and executive director of Peanut Butter and Jelly Family Services, Inc., was awarded an Honorary Doctorate of Humane Letters. American Studies Assistant Professor Amanda}. Cobb won the 22 d annual American Book Award for listening to Our Grandmothers\\u27 Stories: The Bloomfield Academy for Chickasaw Females, 1852-1949

The Evolution of a Collaborative Network: Understanding Partnerships in a Policy Mandated Collaboration Through Social Network Analysis

Federal funding agencies that administer financial support in the form of program grants to non-profit organizations (NPOs) that provide child and family services increasingly require NPOs to formalize inter-organizational partnerships in order to receive this vital source of funding. That is, by mandate NPOs must participate in inter-organizational collaboration networks to receive these essential federal funds. Therefore, there is a need to understand the collaboration behavior of NPOs in a policy-mandated environment. This study considers collaboration behavior as information sharing and advice-seeking between the organizations who are part of a collaboration network as a result of a policy mandate. Drawing on collaboration theory, social capital theory, and social network theory, this study examines the evolution of a collaboration network by assessing how NPOs in a policy-mandated context chose to engage in information-sharing behaviors and how these behaviors changed over time as NPOs developed a working history together. This research examined the production and distribution of social capital as the primary mechanism for motivating collaboration (i.e., information exchange) as the network evolved. Using Louisiana’s Project Linking Actions for Unmet Needs in Children’s Health (LAUNCH) as a case study, this study analyzed five years of self-reported organization-level data on collaboration behaviors and information exchanged among NPOs within the LAUNCH network. A social network approach was used to analyze the evolution of collaboration practices and found that existing ties play a pivotal role in facilitating information exchange behaviors among the NPOs in the study. That is, organizations are more likely to create information-sharing partnerships with other organizations that have been endorsed and vouched for by an existing partner, or they share information with organizations that have already shared information with them in the past. This showed a tendency towards bonding social capital wherein organizations are provided security against the high levels of risk within a policy-mandated collaboration by the convenience and accessibility offered by maintaining existing relationships. Results of this study were consistent throughout the different model specifications employed in the analysis, and reveal key implications for organizations engaged in policy-mandated partnerships, as well as for funders who require collaboration. Keywords: Collaboration, Partnerships, Collaboration Network, Collaboration Theory, Social Capital Theory, Social Network Theory, Social Network Analysi

Holding on to Who They Are: Pathways for Variations in Response to Toxic Workplace Behavior Among U.S. Intelligence Officers

The U.S. intelligence community is a critical mission industry responsible for protecting lives and safety in ways that impact the global security environment. Research on the deleterious impact of toxic workplace behavior on other critical mission fields, such as health care and the U.S. military, is robust. However, intelligence scholars publishing within the unclassified arena have been silent on the phenomenon, how personnel respond to it, and how it may impact the intelligence function. This lack of scholarship has afforded an opportunity to understand what constitutes toxic behavior in the intelligence environment and how it may affect U.S. national security objectives. This study presents a theoretical model of response to toxic workplace behavior among intelligence officers in the U.S. intelligence community that centers on a single goal: Holding Self. Using grounded theory methodology and situational analysis in two segments, the study examines how intelligence officers responded and the role that efforts to hold onto self-concepts played in those responses. The findings included three psychological dimensions, three action dimensions, and two inter-dimensions of response. The findings also included identification of the broader ecological situation conditioning response and how those choices operationalized into the business of being intelligence officers. The final model serves as a foundation for future empirical research on the topic. This dissertation is available in open access at AURA: Antioch University Repository and Archive, https://aura.antioch.edu/, and OhioLINK ETD Center, https://etd.ohiolink.edu/

Thriving in a VUCA world: a case study exploring geopolitically- focused intelligence teams in the private sector through a systems theory lens

For several decades, business executives have been faced with increasing complexity in the global environment, including disruptions, rapid changes, and heightened global pressures. In an effort to maintain a strategic advantage, business leaders are increasingly leveraging geopolitically-focused strategic intelligence teams to accurately and concisely synthesize large quantities of data to support high-level business decision making. However, limited research has been conducted on the organizational development of these teams, the context in which they exist, and how they can most effectively support differing and evolving decision-maker needs. As these teams have the potential to have an outsized impact on global business decision making, this qualitative case study sought to explain, using a systems theory lens, the interdependence of the components involved in building and leveraging geopolitically-focused intelligence teams in U.S.-based private sector MNEs. This case study leveraged a multi-method approach consisting of 3 parts: (a) interviews with 15 former intelligence team members at one large multinational corporation, (b) review of key organizational and policy-oriented documents that guided this team’s operations, and (c) a questionnaire deployed within the private sector intelligence community. The research question guiding this inquiry was: How, if at all, does systems theory explain how geopolitically-focused intelligence teams operate in the private sector? In addressing this research question, the findings and conclusions of this study revealed equifinality and alignment with a systems theory approach; key skills critical to success in the field; and significant barriers that are common throughout the field

Dimensions of information technology governance: A study of theory and practice

The emergence of corporate governance is the response to recent high profile collapses of organisations such as Enron and WorldCom. Because of the ubiquitous nature of Information Technology (IT) and its influence on organisational activities, IT governance is increasingly seen as an integral part of corporate governance. However, existing literature shows the lack of a common understanding of IT governance due to various perspectives held amongst academics and practitioners. For example, schools of thought group IT governance according to structure with an emphasis on control and co-ordination or process with an emphasis on capability and continuity. The purpose of this research was to identify the key dimensions of IT governance from existing best practice frameworks and academic literature and to examine how they are reflected in the IT governance practices of organisations. Various legislations (e.g. Sarbanse-Oxley Act, 2002), best practice frameworks (e.g. Val IT, COBIT) and the writings of academic researchers (e.g. Van Grembergen, Weill & Ross) were reviewed which resulted in the synthesis of the following four key IT governance dimensions: Structures, People, Processes and IT Decision Domains, which were further divided into a set of sub-dimensions. Among the domains of IT governance, risk management and value delivery are regarded as core and, as such, provided the focus for the empirical part of the research. Four major universities located in Perth, Western Australia, chosen as case studies, constituted two equal groups based on their relative emphasis of IT governance, viz. risk management or value delivery. The case study methodology was justified on the basis of the relative newness of the research domain and enabling how , what and why questions to be explored. Semi-structured interviews with the IT Directors I CIOs of the four case organisations were conducted in which their IT governance (risk management/value delivery) practices were mapped against the identified theoretical dimensions. Data triangulation enhanced validity and reliability by using multiple data sources such as data from organisations\u27 websites. Interviews were transcribed and computer-based qualitative data analysis software (NVivo) was used to build the case study database and to analyse data against the theoretical IT governance dimensions. First, a within case analysis provided what and how insights followed by cross case analysis in which why aspects are discussed. This study found that IT governance is shaped by a number of sub dimensions, particularly organisational culture and leadership. They drive how IT governance is implemented and accepted within the participating organisations and influence whether or not an IT governance culture will be ingrained into the organisation. In addition, a strategy balancing formal, such as committee meetings, and informal communications, such as dialogues and networks, seemed to influence IT governance. lt was notable that performance tracking was a weak and immature dimension and further attention is required from the participants to clarify what and how to measure the progress of IT governance. Finally, it was generally accepted that IT governance should be viewed from a holistic perspective to be able to oversee, coordinate and integrate all the constituents including processes, tools, structures and resources. The study findings enabled recommendations to be formulated to provide practical advice to other, similar organisations. The thesis recognises a number of limitations which provide opportunities for further research. Among them are the nature of IT governance dimensions developed for this study and the research design which limits the potential for generalisation. By using this study as a reference point, future research can be expanded into different directions, such as examining IT governance in a wider context (e.g. different domains and sectors), establishing the influences of the characteristics of IT managers I CIOs (e.g. management traits) and developing progress towards IT governance maturity (i.e. a longitudinal study)