Letter to Lucile Elliott regarding meeting of the North Carolina State Bar Association, October 16, 1939

A letter from Sidney Stern, Jr. to Lucile Elliott asking for clarification on meeting dates. The letter also has a hand-written note from Lucile Elliott to Dillard Gardner asking for Gardner\u27s information on the meeting dates

Signal Processing

Contains reports on two research projects.Joint Services Electronics Programs (U. S. Army, U. S. Navy, and U. S. Air Force) under Contract DAAB07-71-C-030

Vol. 5, No. 3

Contents: The 1986 Immigration Reform and Control Act: An Overview and Update by Michael A. Loizzi, Jr. Unionism in the Public Sector by James L. Stern Further Referenceshttps://scholarship.kentlaw.iit.edu/iperr/1000/thumbnail.jp

Vol. 5, No. 3

Contents: The 1986 Immigration Reform and Control Act: An Overview and Update by Michael A. Loizzi, Jr. Unionism in the Public Sector by James L. Stern Further Referenceshttps://scholarship.kentlaw.iit.edu/iperr/1000/thumbnail.jp

Blueprint for the Dissemination of Evidence-Based Practices in Health Care

Proposes strategies for better dissemination of best practices through quality improvement campaigns, including campaigns aligned with adopting organizations' goals, practical implementation tools and guides, and networks to foster learning opportunities

Exploring Producers\u27, Staff Members\u27, and Board Members\u27 Cognitive Frame on Decision Making in an Appalachian Organic Farming Venture

Sustainable development assistance organizations (SDAOs) aim to help producers of natural resource products move their goods and services to market. This article explores how the cognitive frames held by producers, staff, and board members in an agricultural SDAO in rural Appalachia influence organizational decision-making. This study explores identity, characterization, value, and membership frames. Data collected through semi-structured interviews with growers, staff, and board members reveal that the frames these stakeholders hold lead to the institutionalization of decision-making processes that allow organizational managers to make quick, consistent, and clear decisions while avoiding conflicts among members who hold competing frames. Simultaneously, these tacitly-supported practices are exclusionary, and they limit creativity and information exchange, as well as reducing transparency. Consequently, the SDAO may face organizational challenges due to limited problem-solving and adaptive management capabilities. Additionally, the prevailing nature of some members’ frames may prevent other participants from changing their views of the SDAO, limiting the firm’s flexibility to experiment with new management and organizational structures and resilience in the face of change

When a Feller Needs a Friend

https://digitalcommons.library.umaine.edu/mmb-vp/2984/thumbnail.jp