Joint-use libraries and transformational change

2018 ◽  
pp. 167-184
Author(s):  
Ruth Kifer ◽  
San José
Keyword(s):  
Transformational Change

Relative Importance of Leader Influences for Subordinates’ Proactive Behaviors, Prosocial Behaviors, and Task Performance

2014 ◽  
Vol 13 (2) ◽  
pp. 70-86 ◽  
Author(s):  
Dan S. Chiaburu ◽  
Troy A. Smith ◽  
Jiexin Wang ◽  
Ryan D. Zimmerman
Keyword(s):  
Task Performance ◽  
Transformational Change ◽  
Future Research ◽  
Contingent Reward ◽  
Work Effectiveness ◽  
Leader Influence ◽  
Member Exchange ◽  
Proactive Behaviors ◽  
Reported Data ◽  
Transactional Leader

We meta-analytically examine the relationships between three forms of leader influence, contingent reward (transactional), leader-member exchange (LMX; relational), and transformational (change-oriented) on subordinates’ proactive behaviors. Using non-self-reported data from a combined sample of more than 9,000 employees, we confirm positive relationships between leader influences and employee proactive outcomes. We examine the extent to which one leadership influence is stronger than the others in promoting subordinate proactivity. By combining our new meta-analytic data with existing meta-analytic correlations, we further investigate the extent to which various leadership predictors are differentially related to proactive and prosocial contextual performance, and to task performance. For all outcomes, there are only minimal differences between the contingent reward, LMX, and transformational leadership predictors. Using our results, we propose future research directions for the relationship between leader influences and subordinate work effectiveness.

Transformational Change Scale

2006 ◽  
Author(s):  
Alannah E. Rafferty ◽  
Mark A. Griffin
Keyword(s):  
Transformational Change

scholarly journals Advocacy coalitions, REDD+, and forest governance in Papua New Guinea: how likely is transformational change?

2014 ◽  
Vol 19 (3) ◽  
Author(s):  
Andrea Babon ◽  
Daniel McIntyre ◽  
Gae Y. Gowae ◽  
Caleb Gallemore ◽  
Rachel Carmenta ◽  
...  
Keyword(s):  
Papua New Guinea ◽  
Transformational Change ◽  
New Guinea ◽  
Forest Governance ◽  
Advocacy Coalitions

scholarly journals A Sustainable Plan to Rescue HR from Itself

2021 ◽  
Vol 13 (14) ◽  
pp. 7587
Author(s):  
James W. Westerman
Keyword(s):  
Human Resource ◽  
Triple Bottom Line ◽  
Transformational Change ◽  
Bottom Line ◽  
Cost Center ◽  
Strategic Role ◽  
Business Function ◽  
Hr Function ◽  
Change Efforts

The Human Resource (HR) function is often viewed by those in organizations as a process function and a cost-center, which results in an enhanced risk of outsourcing and automation. However, HR is also uniquely positioned to engage firms in cross-functional transformational change efforts, as its work is embedded in every business function within an organization. Sustainable HR and the triple bottom line (TBL) present opportunities for HR to build a strategic role within organizations. This essay provides strategic and tactical models, with specific steps for implementation, to assist HR in re-assert its role in driving the competitiveness of the firm through Sustainable HR.

School performance trajectories and the challenges for principal succession

2015 ◽  
Vol 53 (2) ◽  
pp. 262-286 ◽  
Author(s):  
Linda C. Lee
Keyword(s):  
Elementary School Principals ◽  
Transformational Change ◽  
Urban School District ◽  
New Principals ◽  
New Schools ◽  
Principal Succession ◽  
Content Type ◽  
New Principal ◽  
The Usa ◽  
Practical Implications

Purpose – The purpose of this paper is to use empirical data on new principals to clarify the connection between different succession situations and the challenges their successor principals face. Design/methodology/approach – The study draws on two waves of interview data from a random sample of 16 new elementary school principals in a major urban school district in the USA. Findings – New principals face distinct practice challenges depending on the nature of their successions. The less planned the succession, the less information and knowledge the new principal tends to possess. The more discontinuous the new administration’s trajectory is with the previous administration, the greater the staff resistance that the successor principal tends to face. Research limitations/implications – Few studies systematically examine how succession situations differ in schools that are in need of transformation vs those in need of stability. This study addresses this gap by illuminating the varied processes of succession and highlighting specific mechanisms that link these processes to different organizational trajectories. Practical implications – For district officials, this study suggests that principals in unplanned successions need greater support in quickly gathering information about their new schools while principals in discontinuous successions need greater expertise in how to balance trust-building and accountability in their attempts to promote transformational change. Originality/value – This study’s primary value is its detailed articulation of how certain characteristics of succession situations are associated with specific types of challenges. Only studies at this level of specificity can be effective guides to practitioners and policymakers who are charged with preparing, selecting, and supporting new principals and their schools.

scholarly journals Science-Driven Societal Transformation, Part III: Design

2021 ◽  
Vol 13 (2) ◽  
pp. 726
Author(s):  
John C. Boik
Keyword(s):  
System Design ◽  
De Novo ◽  
Cognitive Architecture ◽  
Development Program ◽  
Transformational Change ◽  
Biodiversity Loss ◽  
Cognitive Capacity ◽  
Original Research ◽  
Self Identity ◽  
And Migration

Climate change, biodiversity loss, and other major social and environmental problems pose severe risks. Progress has been inadequate and scientists, global policy experts, and the general public increasingly conclude that transformational change is needed across all sectors of society in order to improve and maintain social and ecological wellbeing. At least two paths to transformation are conceivable: (1) reform of and innovation within existing societal systems (e.g., economic, legal, and governance systems); and (2) the de novo development of and migration to new and improved societal systems. This paper is the final in a three-part series of concept papers that together outline a novel science-driven research and development program aimed at the second path. It summarizes literature to build a narrative on the topic of de novo design of societal systems. The purpose is to raise issues, suggest design possibilities, and highlight directions and questions that could be explored in the context of this or any R&D program aimed at new system design. This paper does not present original research, but rather provides a synthesis of selected ideas from the literature. Following other papers in the series, a society is viewed as a superorganism and its societal systems as a cognitive architecture. Accordingly, a central goal of design is to improve the collective cognitive capacity of a society, rendering it more capable of achieving and sustainably maintaining vitality. Topics of attention, communication, self-identity, power, and influence are discussed in relation to societal cognition and system design. A prototypical societal system is described, and some design considerations are highlighted.

Colleen Jollie, State Tribal Liaison: A Story of Transformational Change

2008 ◽  
Vol 68 (6) ◽  
pp. 1142-1150 ◽  
Author(s):  
Cheryl Simrell King ◽  
Megan Beeby
Keyword(s):  
Transformational Change

scholarly journals Well-meaning discourses of climate delay

2020 ◽  
Vol 3 ◽  
Author(s):  
Paul C. Stern
Keyword(s):  
Climate Change ◽  
Transformational Change ◽  
Incremental Change

Non-technical summary Lamb et al. (2020) identified 12 discourses used by a counter-movement to delay or weaken action to limit climate change. This commentary notes three discourses used by those promoting such action that can also delay meaningful action: insisting on transformational change to the exclusion of incremental change, downplaying the value of emissions targets, and focusing attention on adaptation.

Episodic supply chains at times of disruption

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christina Öberg
Keyword(s):  
Supply Chain ◽  
Additive Manufacturing ◽  
Supply Chains ◽  
Design Methodology ◽  
Secondary Data ◽  
Transformational Change ◽  
Content Type ◽  
Metal Additive Manufacturing ◽  
Contemporary Technology ◽  
Metal Additive

Purpose Additive manufacturing has been described as converting supply chains into demand chains. By focusing on metal additive manufacturing as a contemporary technology causing ongoing disruption to the supply chain, the purpose of this paper is to describe and discuss how incumbent firms act during an ongoing, transformational disruption of their supply chain. Design/methodology/approach Interviews and secondary data, along with seminars attracting approximately 600 individuals operating in metal additive manufacturing, form the empirical basis for this paper. Findings The findings of this paper indicate how disruption occurs at multiple positions in the supply chain. Episodic positions as conceptualised in this paper refer to how parties challenged by disruption attempt to reach normality while speeding the transformational disruption. Originality/value This paper contributes to previous research by theorising about episodic positions in light of a supply chain disruption. The empirical data are unique in how they capture supply chain change at the time of disruption and illustrate disruptive, transformational change to supply chains. The paper interlinks research on disruption from the innovation and supply chain literature, with contributions to both.

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