東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Nonprofit executive successor planni...

Jefferson, Sharon E.

FindBook

Google Book

Amazon

博客來

Nonprofit executive successor planning: A phenomenology of nonprofit executive leadership transition.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Nonprofit executive successor planning: A phenomenology of nonprofit executive leadership transition./
作者:	Jefferson, Sharon E.
面頁冊數:	173 p.
附註:	Source: Dissertation Abstracts International, Volume: 75-12(E), Section: A.
Contained By:	Dissertation Abstracts International75-12A(E).
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3631655
ISBN:	9781321104462

Nonprofit executive successor planning: A phenomenology of nonprofit executive leadership transition.
Jefferson, Sharon E.

Nonprofit executive successor planning: A phenomenology of nonprofit executive leadership transition. - 173 p.

Source: Dissertation Abstracts International, Volume: 75-12(E), Section: A.

Thesis (Ph.D.)--Capella University, 2014.

The nonprofit sector has historically faced a multitude of challenges that threaten sustainability. Such continues even today. Nonprofit organizations struggle to respond to changes imposed by external environmental influences. These changes revolve around accountability and resources. With all of this, the sector now faces yet another challenge of a significant executive leadership deficit. During the past ten years to the present, the sector has experienced a mass retirement of baby boomer executives. The nonprofit sector has warned of the leadership deficit. However, nonprofit organizations have failed to urgently respond to the developing leadership void. Nonprofit organizations tend to not address executive leadership needs of the organization until an occurrence of vacancy. While nonprofit organizations are encouraged to utilize successor planning, under utilizing is prevalent. This qualitative research explores nonprofit executive successor planning from a phenomenological approach. The research emphasizes perspectives of twelve nonprofit executives who experienced leadership transition during the years 2008--2012. The research approach is framed by theories of organizational management and human behavior. This research informs the issue of nonprofit successor planning utilization decisions in two areas. One area is the influence of incumbent executives in facilitating successor planning. A second area is consideration of ascribing resource value to the executive position. Such can encourage strategic assessment and planning for future leadership needs. Findings of the research indicate continued under utilization of successor planning characterized by the following: a reality of nonprofit executives facing operational distractions; governing boards avoiding the issue of leadership transition; and nonprofit organizations under utilizing strategic planning.

ISBN: 9781321104462Subjects--Topical Terms:

626628
Business Administration, Management.

Nonprofit executive successor planning: A phenomenology of nonprofit executive leadership transition.
LDR:02793nam a2200277 4500 001 1968055
005 20141121133106.5
008 150210s2014 ||||||||||||||||| ||eng d
020 $a 9781321104462
035 $a (MiAaPQ)AAI3631655
035 $a AAI3631655
040 $a MiAaPQ $c MiAaPQ
100 1 $a Jefferson, Sharon E. $3 2105171
245 1 0 $a Nonprofit executive successor planning: A phenomenology of nonprofit executive leadership transition.
300 $a 173 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-12(E), Section: A.
500 $a Adviser: Rosemarie Pelletier.
502 $a Thesis (Ph.D.)--Capella University, 2014.
520 $a The nonprofit sector has historically faced a multitude of challenges that threaten sustainability. Such continues even today. Nonprofit organizations struggle to respond to changes imposed by external environmental influences. These changes revolve around accountability and resources. With all of this, the sector now faces yet another challenge of a significant executive leadership deficit. During the past ten years to the present, the sector has experienced a mass retirement of baby boomer executives. The nonprofit sector has warned of the leadership deficit. However, nonprofit organizations have failed to urgently respond to the developing leadership void. Nonprofit organizations tend to not address executive leadership needs of the organization until an occurrence of vacancy. While nonprofit organizations are encouraged to utilize successor planning, under utilizing is prevalent. This qualitative research explores nonprofit executive successor planning from a phenomenological approach. The research emphasizes perspectives of twelve nonprofit executives who experienced leadership transition during the years 2008--2012. The research approach is framed by theories of organizational management and human behavior. This research informs the issue of nonprofit successor planning utilization decisions in two areas. One area is the influence of incumbent executives in facilitating successor planning. A second area is consideration of ascribing resource value to the executive position. Such can encourage strategic assessment and planning for future leadership needs. Findings of the research indicate continued under utilization of successor planning characterized by the following: a reality of nonprofit executives facing operational distractions; governing boards avoiding the issue of leadership transition; and nonprofit organizations under utilizing strategic planning.
590 $a School code: 1351.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Education, Business. $3 1017515
690 $a 0454
690 $a 0688
710 2 $a Capella University. $b School of Public Service Leadership. $3 1682265
773 0 $t Dissertation Abstracts International $g 75-12A(E).
790 $a 1351
791 $a Ph.D.
792 $a 2014
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3631655