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Background: The Doctor of Nursing Practice (DNP) degree prepares nurses for engagement in practice scholarship to improve health outcomes at multiple system levels. Organizational leaders' and employers' perceptions and expectations of DNP-prepared nurses require further study. Objective: To explore the perception of organizational leaders regarding expectations and engagement of DNP-prepared nurses in practice scholarship activities. Methods: Guided by the Actualized DNP Model, a cross-sectional design was used to survey organizational leaders (N = 87) regarding DNP-prepared nurses' engagement in practice scholarship. Results: Findings indicate that 92% (n = 80) of participants believed practice scholarship should be an expectation of DNP-prepared nurses serving in a variety of roles. Of the 77 respondents to the scholarship engagement questions, 97.4% (n = 75) reported that DNP-prepared nurses engaged in one or more practice scholarship activities over the past year. Conclusions: Aligning DNP practice scholarship competencies, as outlined in the American Association of Colleges of Nursing 2021 Essentials, with organizational needs, expectations, and provision of sufficient time to support these scholarship activities is needed. Implications for Nursing: Opportunities exist for DNP-prepared nurses to articulate and demonstrate their value by conducting practice scholarship through innovative advanced nursing roles to realize organizational goals. Organizational support is necessary for practice scholarship activities to transform DNP education. [ABSTRACT FROM AUTHOR]

We consider game theoretic models of the quality management in an organizational system under corruption. A graph theoretic formalization of the process approach in quality management is proposed. In a static case, a problem of quality management in a two-level organizational system under corruption is formalized as an inverse Stackelberg game with an additional viability condition. It is solved by means of Germeier theorem. In a three-level model we analyze how the Principal can constraint corruption by penalties. The conditions under which the Principal rather supports corruption than constraints it are determined. In a dynamic case, a quality indicator is considered as a state variable which changes in a discrete time due to an equation of dynamics. A two-level model of the type "supervisor-agent" is studied first. It is assumed that a quality requirement is obligatory for the agent but he can weaken this requirement in exchange for a bribe to the supervisor. Then we build and analyze a three-level model by adding the Principal that can charge penalties to other players if a bribe is found. The game theoretic models are investigated numerically by means of simulation modeling. [ABSTRACT FROM AUTHOR]

The article asserts the need for organizations to adopt intentional and transformative Global Inclusion, Diversity, Belonging, Equity, and Access (GIDBEA) practices, to ensure their future readiness. The research developed reaffirms the benefits of GIDBEA strategies in identifying gap areas and navigating crises, by providing insights on how to successfully embed a ‘new different’ GIDBEA strategy into organizational frameworks. By drawing trends across the 2020-2021 COVID-19 pandemic and other previous health and economic crises, it is indicated what is described as the “normality of disruption” and the need to move away from the idea of a ‘new normal’ to a new different. The new different acknowledges that the ‘normal’ or the status quo was often challenging for many. The impact and importance of the disruptions that individuals, communities, nations, etc., all have and will face together, is also recognized. The new different emphasizes organizational transformation through co-creation, sustainability, adaptivity, resilience, and design thinking. By implementing a design thinking model, GIDBEA proactively engages mistakes while promoting innovation through dissent and disruption. As a result, disruptions are not considered episodic crises but as recurring, expected, and presenting opportunities. Furthermore, it is argued that GIDBEA expertise is essential for remaining agile, innovative, and providing strategic organizational architecture to prepare and innovate for these disruptions. However, it is necessary to consider that GIDBEA practice can be limited due to the failure of organizations and leaders to frame it as an asset and develop strategic plans to leverage it in the same way they do other critical functional business units. Therefore, unless prioritized and conducted intentionally, GIDBEA work will not achieve its promised bonuses and transformative potential. The article offers readers insights and tools to assess existing GIDBEA within their organization. Using metaphors of “construction” and “architecture,” it illustrates how reimaging organizational architectures and constructing initiatives focused on GIDBEA are fundamental to resiliency, organizational sustainability, and the ability to thrive through shifting landscapes.

Most research on corporate sustainability has focused on large companies’ sustainability efforts; however, research on a holistic approach on small- and medium-size enterprises (SMEs) addressing the sustainability dimensions and the system elements is still limited. The aim of this article is to assess how SMEs embed sustainability into their systems. A survey was developed and sent to 261 SMEs, from which 72 complete responses were obtained from SMEs in Sweden. The results show that there could be a better operationalization of the priorities and aligning them with the company's impacts, particularly by focusing more on environmental issues. The results show that 1) SMEs have been embedding sustainability through technocentric and managerial approaches; 2) the focus has been on systems elements that tend to be less connected to others (e.g., products, and operations and production) and not on those with highest influence (e.g., governance and change management); and 3) employees tend to be informed about sustainability issues, but they could receive better training and be better engaged in sustainability efforts. SMEs should take a more holistic perspective when embedding sustainability into their system, and better address governance and change management issues to complement their technocentric and managerial approaches. [ABSTRACT FROM AUTHOR]

The article asserts the need for organizations to adopt intentional and transformative Global Inclusion, Diversity, Belonging, Equity, and Access (GIDBEA) practices, to ensure their future readiness. The research developed reaffirms the benefits of GIDBEA strategies in identifying gap areas and navigating crises, by providing insights on how to successfully embed a 'new different7 GIDBEA strategy into organizational frameworks. By drawing trends across the 2020-2021 COVID-19 pandemic and other previous health and economic crises, it is indicated what is described as the "normality of disruption" and the need to move away from the idea of a 'new normal' to a new different. The new different acknowledges that the 'normal' or the status quo was often challenging for many. The impact and importance of the disruptions that individuals, communities, nations, etc., all have and will face together, is also recognized. The new different emphasizes organizational transformation through co-creation, sustainability, adaptivity, resilience, and design thinking. By implementing a design thinking model, GIDBEA proactively engages mistakes while promoting innovation through dissent and disruption. As a result, disruptions are not considered episodic crises but as recurring, expected, and presenting opportunities. Furthermore, it is argued that GIDBEA expertise is essential for remaining agile, innovative, and providing strategic organizational architecture to prepare and innovate for these disruptions. However, it is necessary to consider that GIDBEA practice can be limited due to the failure of organizations and leaders to frame it as an asset and develop strategic plans to leverage it in the same way they do other critical functional business units. Therefore, unless prioritized and conducted intentionally, GIDBEA work will not achieve its promised bonuses and transformative potential. The article offers readers insights and tools to assess existing GIDBEA within their organization. Using metaphors of "construction" and "architecture," it illustrates how reimaging organizational architectures and constructing initiatives focused on GIDBEA are fundamental to resiliency, organizational sustainability, and the ability to thrive through shifting landscapes. [ABSTRACT FROM AUTHOR]

Introduction: Within requirements elicitation, stakeholders generally fail to articulate interoperability requirements (IR) according to business needs, because organizations focus on technical aspects of solutions instead of systematically conducting a holistic analysis of the interoperability and its relationship with aspects of the business. Objective: Describe a framework that guides from the business perspective, the capture and specification of IR that can occur between the systems that make up the processes of an organization. Methodology: The action research method was used to define and apply each of the components of the proposed framework based on four research cycles and three problem-solving cycles in which the case study technique was applied. Results: The framework is made up of four components, a set of heuristics to identify IR, a model that describes the attributes that constitute interoperability at the business level, a process that guides the capture of IR, and a guide to specifying IR. On the other hand, IR from a business perspective is proposed as a starting point for the development of the aspects that must be addressed at the lower levels of interoperability corresponding to processes, services and data. Conclusions: Through three case studies, the experiences in the application of the proposal in two organizations are described. Initial results show that the framework is useful, practical and appropriate for addressing IR elicitation.

An enterprise complexity model (ECM) is offered as a methodological tool for the actors of an enterprise to overcome complex environmental problems. The heuristic for this purpose is the viable system model, which guides an enterprise's self‐organization towards policies creating, regulating and producing sustainable development goals. Self‐organization is grounded in correcting imbalanced interactions between an enterprise's actors and their environmental agents, to increase their requisite variety to achieve sustainability, that is, to overcome environmental problems. The interactions between actors and agents are facilitated by current and emergent digital technologies, which support the structuring of collaborative networks. Reflexive interactions between the enterprise's actors and agents in the problematic environment help their branching into all kinds of innovative organizational forms. The Viplan methodology is used to achieve this branching, which accounts for the enterprise's complexity with the support of the Viplan method. Respect for the environment and quality of interactions are values driving this ecology of enterprises towards a deeper and wider appreciation of the issues besetting future generations. [ABSTRACT FROM AUTHOR]

Child welfare and child protection systems are entrenched institutionally and their value stances on working with marginalized groups are, at times, antithetical to the value framework of public health approaches. Differences are sufficiently wide as to render these child welfare systems incapable of advancing a robust prevention agenda focused on child safety and well-being. In this article, we argue for institutionally distinct, yet cooperative approaches focused on universal and secondary-level family and community supports, aimed at breaking down silos and shifting our attention from child welfare reform to community-based systems that are better positioned to proactively meet the needs of children and families before they find themselves in crisis. Within the article, we focus on key tensions and arguments for separate yet cooperative approaches across systems and organizational silos, including the divide between preventive and responsive frameworks, the capacity constraints on existing–reactive–child welfare systems, and shifting the dial to population-wide prevention strategies to address the growing awareness that child maltreatment is a far wider problem than indicated by the number of children reported to child welfare agencies. [ABSTRACT FROM AUTHOR]

The article introduces a conceptually new line in ensuring the long-time sustainable development of the organization, i.e. autogenous crisis. The notion of ‘crisis’ is analyzed and its forms in different socio-cultural systems are described. Crisis is a concentrated in time and at a certain place crucial, drastic for the system moment of truth, a point of bifurcation – a critical condition of the system, when it becomes unstable. Examples of crises in different social systems show that crisis is an inevitable stage in the life cycle of any living system. During its evolution any living system repeatedly passes a dynamic cycle ‘stability – crisis – new stability’. The author puts forward the thesis that crisis demonstrates the 3-rd law of Hegel dialectics - negation of negation. A conclusion was drawn that crisis breaks a former balance (stability) and at the same time provides an opportunity (potential) of passing-over to a new balance (new stability), i.e. crisis acts as a method of object movement from the former disintegration and conflict to a new condition. Speaking about a practical application of the phenomenon of crisis the author proposes to initiate by top executives of the organization a controlled (autogenous) crisis in order to eliminate contradictions, disproportions and misbalance arising in any living system during its life cycle. The autogenous crisis gives an opportunity to re-load the system and to move to a new level of stability. The conceptual apparatus was developed to resolve the task and goals, object, subject, key principles and components of the notion ‘autogenous crisis’ were defined.

Corporations and their sustainability efforts are affected by external concerns, such as the COVID-19 outbreak. Corporations’ sustainability driving forces have been considered to be equally by external stimuli and internal factors or mainly by internal factors, with some external stimuli. Most corporate sustainability efforts have focused on internal changes. External events, such as COVID-19, can result in the corporation disappearance. A survey was developed to investigate this phenomenon, of which 115 responses from corporations were obtained. The results show that COVID-19 changed their sustainability priorities, with the economic ones increasing, followed by the social ones, but the environmental ones decreasing considerably. Additionally, COVID-19 made corporations more aware about external stimuli on drivers for and barriers to sustainability. The results also show that employees are informed and engaged in sustainability issues, but do not receive enough training about them. The corporation system elements were affected negatively, with the exception of organizational systems that had more positive impacts than negative ones, and emerged to be the most central element. The results show that corporations must have a holistic approach, i.e., they have to consider the system elements and their connections, as well as internal factors and external stimuli (or events such as COVID-19), when addressing sustainability issues. Employees are key in this process, who need to be sustainability literate to make corporations more resilient and be prepared for future sustainability challenges. [ABSTRACT FROM AUTHOR]

The scope of this paper is to describe some of the benefits by using Information and Communication Technologies (ICT) and, more specifically, the emerging technologies, within the organizations. For the beginning, the Organizational Systems and Organization Modeling are shortly described as the main domains affected by emerging technologies, then are mentioned the main advantages of ICT, closing with a more detailed discussion about emerging technologies and their potential use. The main findings of the study are: the potential use of blockchain technology in defining and evaluating the decision making system, the relative similarity between the mechanisms on which Artificial Intelligence (AI) is based and the ones used in organizational design and, finally, the evolution of AI applications from support to mean of production. The implications of the above-mentioned aspects are significant for the organizational systems (evolution of the structures to virtual ones) as well as for management and value creation system. If the hardware emerging technologies are generally changing only the value creation, the software ones will completely change, in an uncertain, but defined way, the existence of the companies and the global market. [ABSTRACT FROM AUTHOR]

Behavior analysis is a major contribution to all who strive to improve society. The principles of behavior analysis, and applied behavioral programs and interventions, are empirically relevant for improving our behavior in the home, school, community, and work settings. In this article, we argue that large-scale implementation of behavioral science will require attention to variables beyond those currently targeted. We encourage expanding the unit of analysis to include larger groups (e.g., the whole school, community, or family). Further, we build from experience implementing positive behavioral interventions and supports to suggest that large-scale implementation of applied behavior analysis across cultural and organizational contexts will benefit from the careful articulation of the core features of applied programs and interventions, as well as the implementation of specific practices with flexibility to achieve these core features while honoring the cultural standards of the host environment. We further emphasize the importance of implementing organizational systems and specific intervention programs to achieved sustained and scaled implementation. We close by acknowledging the strong value in using measurement and data-based decision making to assess the fidelity of implementation and guide continuous improvement. [ABSTRACT FROM AUTHOR]

Expert methods involve the application of procedures in assessing the effectiveness of the functioning of a variety of classes of organizational systems. The task of assessing the effectiveness of the functioning of organizational systems is inextricably linked with the choice of particular indicators and the development of various methods for the formation of a generalized estimate. This article analyses methods of decision-making based on expert information, its aggregation, the selection of procedures for group coordination (Arrow, 1951; Litvak, 2004). The implementation of the generalized estimate of the quality of functioning of organizational systems is proposed. The methodology for constructing the multicriteria function of the object’s efficiency is divided into the structural identification and parametric identification. Managing complex objects must be done objectively (Artim, Novosad, Selivestrov, 2009; Savras, Yurnetes, 2008). In this case, the diversity and uncertainty inherent in the processes in these objects indicate the prospects for further development of these issues. The use of means of modern information technology in diagnosis is a useful and justified tool. The sequence of the solution of the task posed includes the formation of a hierarchical structure of performance indicators, the choice of the principle of constructing a generalized estimate, and the development of procedures for constructing this estimate. The complexity of solving these problems is determined by a number of objective difficulties faced by capital construction projects. First, there is the complexity of managing large industrial, highly mechanized processes performed by various teams with a large number of cooperative ties with a high level of specialization. Secondly, the impossibility of building up the capacities of construction organizations on the basis of extensive methods because of the specific demographic conditions prevailing in Ukraine. Thirdly, the lack of planning, the lack of reliable standards and a scientifically sound methodology for resource planning at the scale of large construction organizations and the industry as a whole. In the context of solving the task of managing complex organizational systems (construction production), an important place is occupied by the problem of determining the main indicators characterizing the activity of production. There arises the problem of forming on their basis an integrated assessment of the organization’s performance. This problem is solved by improving the system of evaluation criteria for complex hierarchical organizations, based on the need to improve the final results of the production cycle operation. Methodology. The purpose of the research in this work is the application of expert methods in assessing complex organizational systems, while the basis for the decision-maker is the expert findings and the consistency of their views. In the statement of the problem, it is assumed that the procedures for obtaining expert information are iterative. To achieve this goal, the following tasks were identified: it is necessary to form a hierarchical structure of performance indicators; choose the principle of constructing a generalized estimate; develop a procedure for constructing this estimate. Complex organizational systems are considered, i.e. systems in which the formulation of the problem and the decision-making on the basis of the information received from the controlled object is carried out by the management entity. The main element of the subject of management is the group opinion of the internal expertise of the enterprise. It is assumed that the initial stage in assessing the effectiveness of the functioning of organizational systems is the selection of a subset of the most significant indicators from the set of performance indicators of the organization and determining their “weight” using the parametric identification method. This is a condition for constructing a multicriteria function of the efficiency of the selection process and the creation of problem-solving algorithms.

Within the framework of the development of the national economy is considered the model of a digital platform that ensures interoperability of autonomous control systems of subjects of economic activities – federal, regional, institutional, commercial and other organizational systems. The relevance of such a model is driven by the need to solve economic tasks on the subject of consolidating the productive resources of economic agents. This model underlies the systemic and technical solutions for building and operation of a promising digital platform. These solutions were created by authors with a view to their implementation on the basis of technologies for processing large data, artificial intelligence and machine learning. Their effect is to increase productivity of organizational systems operating using the digital platform. [ABSTRACT FROM AUTHOR]

The main feature of the socio-economic systems - active behavior of their elements (people). Therefore, to solve the problems of forecasting the results of projects and programs of social and economic development, it is advisable to rely on the theory of managing organizational systems.

Although many U.S. regional theatres claim that gender parity factors prominently into their seasons’ show selections, women playwrights continually struggle to have their work produced. In this study, we explore the dissonance between theatre professionals’ stated intentions and actions with regard to gender parity in play selection. Interviews with theatre professionals reveal that the prioritization of organizational needs over gender inclusion perpetuates a silencing of women’s voices in American regional theatre. The inclusivity of theatres and other types of arts organizations may improve with a reanalysis of organizational structures and communication, as well as a refocusing on the organizations’ immediate communities. [ABSTRACT FROM AUTHOR]

Entropy is a concept derived from Physics that has been used to describe natural and social systems' structure and behavior. Applications of the concept in the social sciences so far have been largely limited to the disciplines of economics and sociology. In the current paper, the concept of entropy is applied to organizational citizenship behavior with implications for urban organizational sustainability. A heuristic is presented for analysing personal and organizational citizenship configurations and distributions within a given workforce that can lead to corporate entropy; and for allowing prescriptive remedial steps to be taken to manage the process, should entropy from this source threaten its sustainability and survival. [ABSTRACT FROM AUTHOR]

In the article were systematized and analyzed the problems of economic entities in the Republic of Azerbaijan. Particular attention is paid to economic and legal foundations, as well as trends in education and development, assessing their status in the region. Substantiates the main directions of development of small and medium-sized businesses, as well as commercial production companies in the country.В статье систематизируются и анализируются проблемы развития хозяйственных субъектов в Азербайджанской Республике. Особое внимание уделяется экономическим и юридическим основам, а также тенденциям образования и развития, оценке их состояния в регионах. Обосновываются основные направления развития малого и среднего предпринимательства, а также коммерческих производственных предприятий в республике.

The purpose of this study is designing a model to determine important factors on export performance (EP) in the base of cost leadership strategy for non_ metal mineral industry of Iran. In this paper, available approaches in the scope of determinants of EP are identified consist of contingency view, relational and resource based view. In this study, we examine relationship between resources, competitive strategy (cost leadership) and export performance. The purpose of this paper is that how resources are caused directly and indirectly a high level of performance throughout cost leadership strategy. Conceptual model in this research integrate three main components of strategic management. It means that internal environment (resources, capabilities and system), competitive strategy and performance. We distribute 300 questionares and 285 of them were be analysied. In this research, we investigate that cost leadership strategy based model. As a result, competitive capabilities have the most effect on export performance (32%).

The purpose of this study is designing a model to determine important factors on export performance (EP) in the base of differentiation strategy for non_ metal mineral industry of Iran. In this paper, available approaches in the scope of determinants of EP are identified consist of contingency view, relational and resource based view. In this study, we examine relationship between resources, competitive strategy (differentiation) and export performance. The purpose of this paper is that how resources are caused directly and indirectly a high level of performance throughout differentiation strategy. Conceptual model in this research integrate three main components of strategic management. It means that internal environment (resources, capabilities and system), competitive strategy and performance. We distribute 300 questionares and 285 of them were beanalysied. In this research, we investigate that differentiation strategy based model. As a result, competitive resources have the most effect on export performance (40%).

Taking into consideration the fact that innovation is a social dynamic process and that high-technology markets change quickly, we question the statistical models of organizations and the repercussions they have on strategic decisions. The aim of this article is to contribute towards a new complex representation of dynamic phenomena within organizations in order to make more suitable strategic decisions on innovation and technology management. To this end, we will develop our ideas in three sections. First of all, we will show how the dynamics of any organizational system, submitted to restrictions, uncertainty and variability, evolve and degrade. Second, we will expand on the elements that will constitute a new representation of firms by using dynamic principles, in order to better drive the enterprise forward in their changing, unstable and uncertain environment, as innovative and high-technology markets. Finally, we will propose the use of entropy to question and anticipate some of the dynamic effects on the system, which will allow us to develop a more suitable innovation strategy, using a complex thought as well as mixing statistical and heuristic tools to support decision-making processes. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to synthesize ten years of case studies and data analysis from which emerged an organizational design that facilitates adaptability, agility, and resilience. The resulting triangular model of culture, leadership, and systems is proposed. Design/methodology/approach – Analysis of over 100 case studies over ten years along with statistical analysis of survey data from 50 of those companies resulted in the emergence the triangular model and provides quantitative support for validity. Findings – People drive a complex and dynamic system with culture, leadership, and systems as key factors driving organizational success in a rapidly changing environment. The critical factor in adapting to change is designing organizations to maximize the vast tacit knowledge base within organizations. Diagnostic tools are necessary to identify underlying strengths and weaknesses to initiate targeted discussions and provide a baseline for measurement. Research limitations/implications – All of the organizations were from Europe, Africa, or the Middle East. Practical implications – The emergent people-centric triangular model with culture, leadership, and systems at the points along with the development of a diagnostic tool offers a methodology for executives to gain valuable insight into critical elements of their organizations from which to initiate constructive dialogue leading to effective action. Originality/value – Many authors have offered theories on developing agile organizations. The emergent people-centric performance triangle and evolving diagnostic instrument add to the body of existing literature and lays the groundwork for practical tools and methods to yield practical results. [ABSTRACT FROM AUTHOR]

One of the major elements of care quality provided by health care organizations is the reduction of medical errors. This study empirically examines the effect of leadership, organizational systems, and employee satisfaction with organizational support on medical error reduction. A set of hypotheses is tested based on data collected from 208 medical staff of hospitals with more than 300 beds in South Korea. Data were analyzed by confirmatory factor analysis and path analysis using SPSS 17.0 and Mplus 5.1. One of the major findings of this study was that medical error reduction could be achieved by effective leadership. Leadership and operational efficiency drive reduction in medical errors in the health care industry. The comparison between large- and small-sized quality assurance teams' roles indicated that there was a significant difference in their effect on medical error reduction. The results of the study shed light on some practical implications for management professionals in hospitals. [ABSTRACT FROM AUTHOR]

Entropy is a concept derived from Physics that has been used to describe natural and social systems’ structure and behavior. Applications of the concept in the social sciences so far have been largely limited to the disciplines of economics and sociology. In the current paper, the concept of entropy is applied to organizational citizenship behavior with implications for urban organizational sustainability. A heuristic is presented for analysing personal and organizational citizenship configurations and distributions within a given workforce that can lead to corporate entropy; and for allowing prescriptive remedial steps to be taken to manage the process, should entropy from this source threaten its sustainability and survival.

Abstract: Entropy is an abstract concept. It refers to a measure of disorder or uncertainty in a system. Since its origin from the study of thermodynamics, various scientific disciplines have applied this property in their respective fields of knowledge, which represents a major challenge, since entropy is difficult to interpret, understand or visualize, as it lacks of a direct interpretation or physical measurement. This article discusses the origins of this concept, its implementation in different knowledge areas, and describes the research currently conducted by the authors of this work to evaluate entropy as a measure of disorder in organizational systems, which are conceived of as dissipative systems, i.e., systems that are able to remain in a state of imbalance, challenging the inherent tendency towards an equilibrium state, which acts as an attractor of the system. While this paper focuses mainly on the case of private enterprises, the concepts addressed in this work may be applied to any type of organizational system. [Copyright &y& Elsevier]

The changes from the present times influence more and more in general the national economies and in particular the companies thought the impact on their business environment. If with decades behind, the organization of the company could remain unchanged for a long period of time, even in conditions of economic crisis or economic growth, in present the situation is totally different because of the dynamic rhythm of economic and social life. In order to face and to adapt to all these changes, the companies have to modify their management and organizational structures. In other words the change in organizations must be first a way to act at the frequent changes in the business environment, requirements and opportunities that can appear, not an objective that must be achieved. The ease with which firms adapt to environmental changes depends on their organizational structures and flexibility. [ABSTRACT FROM AUTHOR]

COBIT, currently in its fifth edition, is a good-practice framework for the enterprise governance of IT. There is limited academic research that either analyzes COBIT or leverages COBIT as an instrument in executing research programs. Through linking core elements and principles of COBIT to insights from IT-related and general management literature, this paper explores the use of COBIT in future research activities. This paper positions COBIT as a framework for enterprise governance of IT. The major directions and core principles of the framework are described. Connections are made of these directions and principles to the relevant literature. Research questions for future research around enterprise governance of IT and COBIT 5 are proposed and discussed. [ABSTRACT FROM AUTHOR]

This research paper aims at presenting a relational- transfer University- Company model for Pamplona University, located in Northern Santander. It tries to go beyond the theoretical bases of transfer, designing a model out of the systemic results found. This qualitative study shows the segregation of the researchers' perception from the objective reality when experiencing the transfer structure of the process of research. Categories such as Research Culture, Research Policy and Entrepreneurship have been defined. This allows through an open and selective process to improve a model which integrates isolated processes with regard to the research management at Pamplona University. [ABSTRACT FROM AUTHOR]

Copyright of Revista Criterio Libre is the property of Revista Criterio Libre and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Estudios Gerenciales is the property of Universidad ICESI and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The article discusses a study which described lessons on the early implementation of one Nationwide Health Information Network (NHIN) site in Long Beach, California during its first year of operation. Topics covered include the inefficiency of patient information sharing methods, the opportunity provided by the Long Beach Network for Health (LBNH) to examine the factors influencing health information exchanges and the conduct of interviews among organizations that participate in LBNH.

The problem of medical errors as a factor of service quality has become critically important for healthcare providers. The research model in this paper describes how employee satisfaction with organizational support (ESWOS) and organizational systems supported by an organizational culture impact medical error reduction. The proposed research model was tested using structural equation modelling for hypotheses, based on data collected from 186 respondents in four selected hospitals. The results of the study strongly support that medical error reduction is associated with ESWOS. Also, organizational culture which supports ESWOS and organizational systems as preventive and corrective systems is important for reducing medical errors. [ABSTRACT FROM AUTHOR]

It is argued that downloads may be useful as an indicators of the impacts journal articles make in their early years following publication. The 25 most-downloaded articles for the Journal of Organizational Computing and Electronic Commerce for 2008 are presented. This gives some clues about foci of recent interests, and perhaps impacts, in the realm of multiparticipant computing. [ABSTRACT FROM AUTHOR]

During the last four decades, ISRO has developed capabilities and infra-technologies in broadcasting, communications, meteorology, remote sensing and space science research and has made significant contributions to several areas of national development. The organizational systems of ISRO have been designed to ensure maximum autonomy, creative and innovative environment that are conducive for a performance-oriented system, besides developing unique institutional mechanisms for participation of industry, academia and user agencies. Project/mission mode of working has been a hallmark of ISRO. The satellites and launch vehicles of ISRO have been cost effective and the benefits derived from the space programme have exceeded the costs. Commercialization of India's space capabilities received impetus through Antrix Corporation, which has set a new model by adopting a very lean and efficient structure for marketing of space products and services. This article discusses the unique organizational feature of ISRO, the salient aspects of commercialization and cost-benefit aspects of India's space programme. [ABSTRACT FROM AUTHOR]

Vision statements articulated by seven pivotal national leaders before and after a catastrophe were examined for changes in moral reasoning stage, moral reasoning orientation, explanatory style, and rumination. Established two-stage structured content analysis methods were used and a perspective of shared leadership. Five leaders showed no significant change in moral reasoning stage but two showed a statistically significant reduction following overt attack on their homeland. After a catastrophe, six showed significant change in moral reasoning orientation, four showed less positive or negative explanatory style, and all seven showed high rumination. From an organizational systems perspective, an impact of human-caused catastrophe was adjustment of these four variables in pivotal national leaders’ vision statements as if they are systems levers. [ABSTRACT FROM AUTHOR]

The University of Southern California's Institute for Critical Information Infrastructure Protection (ICIIP) developed a conceptual framework for enterprise security. ICIIP (which shouldn't be confused with the Institute for Information Infrastructure Protection, or I3P) sought to close the gap between the current corporate cybersecurity risk profile and what's needed to protect the US's critical infrastructure information. The ICIIP framework analyzes organizational systems (not computer systems, but rather coordinated organizational bodies), incorporates multiple disciplines, and makes recommendations about those systems' structure and relationships [ABSTRACT FROM PUBLISHER]

Survival in the home care market will be directly related to agency readiness to function in a managed care environment. Are current capabilities and planned initiatives in responding to increased utilization of managed care enough to ensure survival in the next decade of health care? The home care industry is well aware of changes needed and is moving rapidly to achieve the readiness in operations required. Factors were identified as predictors of readiness such as accreditation and size. This study provides a "snap shot" of home care readiness for managed care, documenting current system capabilities and plans for organizational development of these capabilities. [ABSTRACT FROM PUBLISHER]