Organizational Culture
Business, Education, and Non-Profit
Scroll below to select research from the following scholars
Dr. James Rankin
Title: Lab Technician at Prairie Farms Dairy
Research Topic: Investigating the Relationship Between Aspects of Support and Performance Among Dairy Employees
Institution: University of Phoenix
Committee Chair: Debbie Ferguson, Ph.D.
Abstract: The purpose of this study was to investigate if a relationship exists between social support and employee performance relating to the aspects of support and performance among dairy employees. Studies on social support have been investigated in numerous organizations, but few studies explored the relationships between employee performance and social support at a dairy processing facility. Social learning theorists argued that individuals recognize their perspectives and behaviors through social modeling and as such, social learning theory was used as the theory guiding this quantitative correlational study. In this quantitative correlation study, 120 individuals were invited to participant in the survey, with the goal of obtaining 58 responses. The results indicated that there was not a significant relationship between social support and employee performance. To address the research question and hypothesis, a Pearson r and the Spearman’s rho were conducted. The results of the testing supported that there is not a direct relationship between different aspects that influence support and performance among dairy employees. Future research will need to be completed to provide leaders with additional knowledge on this topic.
Click here to download the study
Title: Lab Technician at Prairie Farms Dairy
Research Topic: Investigating the Relationship Between Aspects of Support and Performance Among Dairy Employees
Institution: University of Phoenix
Committee Chair: Debbie Ferguson, Ph.D.
Abstract: The purpose of this study was to investigate if a relationship exists between social support and employee performance relating to the aspects of support and performance among dairy employees. Studies on social support have been investigated in numerous organizations, but few studies explored the relationships between employee performance and social support at a dairy processing facility. Social learning theorists argued that individuals recognize their perspectives and behaviors through social modeling and as such, social learning theory was used as the theory guiding this quantitative correlational study. In this quantitative correlation study, 120 individuals were invited to participant in the survey, with the goal of obtaining 58 responses. The results indicated that there was not a significant relationship between social support and employee performance. To address the research question and hypothesis, a Pearson r and the Spearman’s rho were conducted. The results of the testing supported that there is not a direct relationship between different aspects that influence support and performance among dairy employees. Future research will need to be completed to provide leaders with additional knowledge on this topic.
Click here to download the study
| rankin____dissertation-1-1.pdf |
Dr. Alvin L. Ward, II
Title: Adjunct Professor of Organizational Management, Mississippi Valley State University
Research Topic: Exploring Conflict Management: A Qualitative Study on the Lack of Compromise and Collaboration in Historically Black Colleges and Universities in Mississippi
Institution: Northcentral University
Committee Chair: Melanie Shaw, PhD
Abstract: Conflict management is a very important part of higher education, and is the process of limiting negative aspects of conflict while increasing the positive aspects of collaboration. The success of conflict management in HBCUs has become ineffective due to the lack of collaboration and compromise in HBCU leader practice. Prior research concerning HBCU leaders’ perceptions of the lack of compromise and collaboration in HBCUs has been inconclusive. In order to determine why there is a lack of compromise and collaboration in HBCUs, a clearer understanding of HBCU leaders’ perceptions of the lack of collaboration and compromise in HBCUs must be established. The purpose of this qualitative study was to discover the perceptions of HBCU leaders regarding the lack of compromise and collaboration in HBCUs. The research method was a qualitative case study that utilized face-to-face interviews. The participants were 10 HBCU leaders with supervisory responsibilities at two HBCUs in Mississippi. After data were collected, examined, and categorized, the NVivo software was used to help determine themes that emerged. In response to the research questions, HBCU leaders perceived that the lack of compromise and collaboration was due to lack of conflict management training. HBCU leaders perceived that the lack of conflict management training is the culprit of the lack of implementation of effective conflict management strategies in HBCUs. An implication of these findings was that effective training and support in understanding conflict management strategies are critical to the way HBCU leaders implement effective conflict management in their respective departments. A recommendation to address this implication was for HBCUs to provide required conflict management training in order for their leaders to be properly trained on how to effectively implement conflict management strategies.
Click here to download the study
Title: Adjunct Professor of Organizational Management, Mississippi Valley State University
Research Topic: Exploring Conflict Management: A Qualitative Study on the Lack of Compromise and Collaboration in Historically Black Colleges and Universities in Mississippi
Institution: Northcentral University
Committee Chair: Melanie Shaw, PhD
Abstract: Conflict management is a very important part of higher education, and is the process of limiting negative aspects of conflict while increasing the positive aspects of collaboration. The success of conflict management in HBCUs has become ineffective due to the lack of collaboration and compromise in HBCU leader practice. Prior research concerning HBCU leaders’ perceptions of the lack of compromise and collaboration in HBCUs has been inconclusive. In order to determine why there is a lack of compromise and collaboration in HBCUs, a clearer understanding of HBCU leaders’ perceptions of the lack of collaboration and compromise in HBCUs must be established. The purpose of this qualitative study was to discover the perceptions of HBCU leaders regarding the lack of compromise and collaboration in HBCUs. The research method was a qualitative case study that utilized face-to-face interviews. The participants were 10 HBCU leaders with supervisory responsibilities at two HBCUs in Mississippi. After data were collected, examined, and categorized, the NVivo software was used to help determine themes that emerged. In response to the research questions, HBCU leaders perceived that the lack of compromise and collaboration was due to lack of conflict management training. HBCU leaders perceived that the lack of conflict management training is the culprit of the lack of implementation of effective conflict management strategies in HBCUs. An implication of these findings was that effective training and support in understanding conflict management strategies are critical to the way HBCU leaders implement effective conflict management in their respective departments. A recommendation to address this implication was for HBCUs to provide required conflict management training in order for their leaders to be properly trained on how to effectively implement conflict management strategies.
Click here to download the study
| dissertation_final.pdf |
@christimonk
Dr. Christi Monk @christimonk
Title: Author, Coach, Trainer, and International Speaker
Research Topic: Defining and addressing workplace bullying-in search of a clearer definition - A mixed Delphi study
Institution: University of Phoenix
Committee Chair: Linda Atkinson, Ed.D.
Abstract: The purpose of this mixed Delphi study was to add to the body of knowledge by providing human resource professionals and organizational leaders with clearer definitions of workplace bullying that can be used to develop and enforce more effectively written workplace bullying policies regardless of industry. This mixed Delphi study examined how workplace bullying is defined in organizations and how human resource professionals interpret the existing policies to address claims of workplace bullying. The lack of a clear term results in inconsistent anti-bullying practices that impede organizations from addressing bullying in a manner that minimizes costs, reduces attrition, improves employee morale, and creates a safe workplace for employees. The sample population consisted of 20 human resource managers and directors and 131 nonhuman resource managers and front line employees. The data analysis revealed that organizations do not have policies that clearly identify workplace bullying. The data analysis also revealed there was consensus among the sample participants relative to the development of three new definitions that improved the definition of the term workplace bullying.
Click here to download the study.
Title: Author, Coach, Trainer, and International Speaker
Research Topic: Defining and addressing workplace bullying-in search of a clearer definition - A mixed Delphi study
Institution: University of Phoenix
Committee Chair: Linda Atkinson, Ed.D.
Abstract: The purpose of this mixed Delphi study was to add to the body of knowledge by providing human resource professionals and organizational leaders with clearer definitions of workplace bullying that can be used to develop and enforce more effectively written workplace bullying policies regardless of industry. This mixed Delphi study examined how workplace bullying is defined in organizations and how human resource professionals interpret the existing policies to address claims of workplace bullying. The lack of a clear term results in inconsistent anti-bullying practices that impede organizations from addressing bullying in a manner that minimizes costs, reduces attrition, improves employee morale, and creates a safe workplace for employees. The sample population consisted of 20 human resource managers and directors and 131 nonhuman resource managers and front line employees. The data analysis revealed that organizations do not have policies that clearly identify workplace bullying. The data analysis also revealed there was consensus among the sample participants relative to the development of three new definitions that improved the definition of the term workplace bullying.
Click here to download the study.
| monk_disst.pdf |
Dr. Timothy J. Giardino
Title: Human Capital & Business Operations Executive
Research Topic: Industry Best Practices Contributing to Small Business Success
Institution: Walden University
Committee Chair: Dr. Julie Ducharme, Doctor of Business Administration Faculty
Abstract: Small business owners generate jobs within the local community, but half of new business owners often fail to sustain operations for the first five years. The purpose of this qualitative descriptive study was to explore strategies that small business owners in central Texas used to sustain their businesses beyond the first 5 years.
Schumpeter’s theory of economic development grounded the study. Data collection included semi structured face-to-face interviews with a purposeful sample of 20 small business owners due to their success in creating strategies resulting in sustaining their businesses beyond 5 years in a post recession business environment. All interpretations from the interview data included member checking to validate the credibility of the findings. Using the van Kamm method for thematic analysis, four themes emerged that included conducting business near federal and state organizations, having a business mentor, improving competitive positioning by focusing on improving both the quality of goods and services as well as innovating the customer experience, and adapting to rapidly changing economic conditions and destabilizing events with optimism and perseverance. Of these, the two most successful strategies entrepreneurs employed to improve survivability was conducting business near federal and state organizations with concentrated levels of workforce employees for sustained levels of returning business, as well as having one or more business mentors as an external source of entrepreneurial mentorship or information. Social change implications for small business owners include the potential to provide new strategies for small business sustainability, reductions in local unemployment rates, and improved community-based networks.
Click here to download the study.
Title: Human Capital & Business Operations Executive
Research Topic: Industry Best Practices Contributing to Small Business Success
Institution: Walden University
Committee Chair: Dr. Julie Ducharme, Doctor of Business Administration Faculty
Abstract: Small business owners generate jobs within the local community, but half of new business owners often fail to sustain operations for the first five years. The purpose of this qualitative descriptive study was to explore strategies that small business owners in central Texas used to sustain their businesses beyond the first 5 years.
Schumpeter’s theory of economic development grounded the study. Data collection included semi structured face-to-face interviews with a purposeful sample of 20 small business owners due to their success in creating strategies resulting in sustaining their businesses beyond 5 years in a post recession business environment. All interpretations from the interview data included member checking to validate the credibility of the findings. Using the van Kamm method for thematic analysis, four themes emerged that included conducting business near federal and state organizations, having a business mentor, improving competitive positioning by focusing on improving both the quality of goods and services as well as innovating the customer experience, and adapting to rapidly changing economic conditions and destabilizing events with optimism and perseverance. Of these, the two most successful strategies entrepreneurs employed to improve survivability was conducting business near federal and state organizations with concentrated levels of workforce employees for sustained levels of returning business, as well as having one or more business mentors as an external source of entrepreneurial mentorship or information. Social change implications for small business owners include the potential to provide new strategies for small business sustainability, reductions in local unemployment rates, and improved community-based networks.
Click here to download the study.
| industry_best_practices_contributing_to_small_business_success.pdf |
@Dr_Brenda_Boyd
Dr. Brenda W. Boyd
Title: Assistant Professor, Loma Linda University
Research Topic: The Influence of Increased Upper Management Women on Corporate Culture
Institution: Walden University
Committee Chair: Dr. Carolyn Salerno
Abstract: Women’s leadership positions are not proportionate with the number of women in the U.S. workforce, and leaders might not be prepared to advance the implementation of corporate structure changes with the anticipated growth of women in leadership positions. The purpose of this phenomenological study was to explore lived experiences, concepts, perceptions, and beliefs about corporate cultural changes regarding the anticipated increase of women in upper management positions. Determining the challenges facing women attempting to attain upper management positions involved 4 theoretical foundations: (a) leadership theories, (b) feminist theories, (c) social identity theories, and (d) social role theories. The main research question pertained to the strategies that organizational leaders might implement to prepare for the anticipated corporate changes resulting from a projected growth of women in upper management positions between 2015 and 2020. Twenty-four individuals holding business leadership positions for 5 years in the United States participated in the study. Using an open-ended questionnaire online, the data were retrieved, coded, and analyzed for word frequency, comparative phrases, themes, and patterns. Findings yielded 3 primary results: organizations embraced the changes, women have stopped struggling for positions, and disparities were not intentional. The implications for positive social change are to engage employees to assess corporate culture needs, develop solutions, and aid in the implementation of changes. These changes will strengthen corporate culture from within; empower employees; and encourage growth, loyalty, and innovation to maintain a competitive edge and market share.
Click here to download the study.
Title: Assistant Professor, Loma Linda University
Research Topic: The Influence of Increased Upper Management Women on Corporate Culture
Institution: Walden University
Committee Chair: Dr. Carolyn Salerno
Abstract: Women’s leadership positions are not proportionate with the number of women in the U.S. workforce, and leaders might not be prepared to advance the implementation of corporate structure changes with the anticipated growth of women in leadership positions. The purpose of this phenomenological study was to explore lived experiences, concepts, perceptions, and beliefs about corporate cultural changes regarding the anticipated increase of women in upper management positions. Determining the challenges facing women attempting to attain upper management positions involved 4 theoretical foundations: (a) leadership theories, (b) feminist theories, (c) social identity theories, and (d) social role theories. The main research question pertained to the strategies that organizational leaders might implement to prepare for the anticipated corporate changes resulting from a projected growth of women in upper management positions between 2015 and 2020. Twenty-four individuals holding business leadership positions for 5 years in the United States participated in the study. Using an open-ended questionnaire online, the data were retrieved, coded, and analyzed for word frequency, comparative phrases, themes, and patterns. Findings yielded 3 primary results: organizations embraced the changes, women have stopped struggling for positions, and disparities were not intentional. The implications for positive social change are to engage employees to assess corporate culture needs, develop solutions, and aid in the implementation of changes. These changes will strengthen corporate culture from within; empower employees; and encourage growth, loyalty, and innovation to maintain a competitive edge and market share.
Click here to download the study.
| the_influence_of_increased_upper_management_women_on_corporate_culture.pdf |