Greater Philadelphia Economic Development Framework

The Greater Philadelphia Economic Development Framework (Framework) was developed to satisfy provisions for a Comprehensive Economic Development Strategy (CEDS) for the Greater Philadelphia Region, encompassing portions of Pennsylvania, New Jersey, and Delaware. This document was developed according to provisions outlined in 13 CFR 303.7(c), Consideration of non- EDA funded CEDS, and was authored cooperatively with Select Greater Philadelphia and Ben Franklin Technology Partners. This Framework provides an overview of economic development in Greater Philadelphia, and includes a regional profile (including an historical overview, economic and demographic characteristics, the identification of 'distressed' communities as per EDA definition, and projected trends); a review of regional economic development organizations, programs, and resources; and summaries of key economic development documents, including numerous studies, reports, and analyses that have been developed over the last few years that provide insight into challenges and opportunities for economic growth in Greater Philadelphia. The report identifies regional economic development goals, objectives, and performance measures and includes a list of key economic development projects identified by the region's economic development and planning professionals as most likely to contribute towards meeting the identified goals and objectives

Disrupted leadership: strategies and practices of leaders in a VUCA world

As the world becomes increasingly interconnected through intricate networks in technology-laden environments, leadership has become exponentially more complex. This VUCA (volatile, uncertain, complex, and ambiguous) context disrupts long-held leadership constructs. Historically, leaders have been able to reflect on past decision making to guide their current and future decisions. No longer is this practice viable; leaders now require new skills to lead competently in this rapidly iterating ecosystem. With its challenges, this dynamic environment also offers opportunities for those who are able to capitalize on the next waves of disruption. Social entrepreneurs, tackling the world\u27s most pressing challenges, are leading systems-wide changes within this technology-driven context. With a heightened awareness of these global issues, employing contextual intelligence to capitalize on new and innovative social solutions through creative destruction enables leaders to exploit this technology-rich landscape to expand their social impact. Consequently, this phenomenological qualitative study utilized semi-structured interviews to investigate the best practices and strategies employed by Ashoka Fellow social entrepreneurs who are leading change successfully within this VUCA context. In addition, this study explored the challenges these entrepreneurs encountered while leading, the ways in which they evaluated their success, the role that technology played day-to-day, and what recommendations they would make to future leaders of systems-wide change. Through this study, 30 key findings surfaced in relation to successful practices and strategies for leading systems-wide change in a technology-riche VUCA ecosystem

IFPOC Symposium:Discovering antecedents and consequences of complex change recipients' reactions to organizational change.

IFPOC symposium: Discovering antecedents and consequences of complex change recipients' reactions to organizational change Chairs: Maria Vakola (Athens University of Economics and Business) & Karen Van Dam (Open University) Discussant: Mel Fugate (American University, Washington, D.C) State of the art Organisations are required to continuously change and develop but there is a high failure rate associated with change implementation success. In the past two decades, change researchers have started to investigate change recipients' reactions to change recognizing the crucial role of these reactions for successful change. This symposium aims at identifying and discussing the complex processes that underlie the relationships among antecedents, reactions and outcomes associated with organizational change. New perspective / contributions This symposium consists of five studies that extend our knowledge in the field by (i) providing an analysis of change recipients' reactions going beyond the dichotomous approaches (acceptance or resistance) (ii) revealing understudied antecedents-reactions and reactions-consequences patterns and relationships (iii) shedding light on the role of contextual factors i.e team climate and individual factors i.e emotion regulation on the adaptation to change. This symposium is based on a combination of both quantitative (i.e diary, survey) and qualitative (i.e interviews) research methodology. Research / practical implications This symposium aims to increase our understanding of the complex processes associated with change recipients' reactions to change. Discovering how these reactions are created and what are their results may reveal important contingencies that can explain how positive organizational outcomes during times of change can be stimulated which is beneficial for both researchers and practitioners