國立虎尾科技大學 |

Network Effect : = How Social Networks Relate to Beliefs about Organizational Change at Private Colleges.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Network Effect :/
其他題名:	How Social Networks Relate to Beliefs about Organizational Change at Private Colleges.
作者:	Bushnell, Elizabeth J.
面頁冊數:	1 online resource (137 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
標題:	Higher education. -
電子資源:	click for full text (PQDT)
ISBN:	9780355974553

Network Effect : = How Social Networks Relate to Beliefs about Organizational Change at Private Colleges.
Bushnell, Elizabeth J.

Network Effect :How Social Networks Relate to Beliefs about Organizational Change at Private Colleges. - 1 online resource (137 pages)

Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.

Thesis (Ph.D.)--Indiana State University, 2018.

Includes bibliographical references

In the context of an increasingly competitive and complex higher education market, postsecondary leaders are challenged to sustain the viability of their institutions. In response to these challenges, college and university leaders routinely pursue change and innovation. Yet, the process to implement change successfully is elusive. In other industries, researchers have found that social networks are influential in the success and sustainability of change. The purpose of this study was to explore if there is a relationship between social network characteristics and faculty members' beliefs about organizational change at a small, private university. The results showed that the strength and diversity of network connections related to faculty members' beliefs about whether changes were appropriate and supported by leaders and trusted peers. These findings indicate that social networks are influential in higher education. Leveraging informal, social networks can provide postsecondary leaders with another strategy to successfully implement change at small, private institutions of higher education.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355974553Subjects--Topical Terms:

1148448
Higher education.
Index Terms--Genre/Form:

554714
Electronic books.

Network Effect : = How Social Networks Relate to Beliefs about Organizational Change at Private Colleges.
LDR:02298ntm a2200325K 4500 001 914804
005 20180724121430.5
006 m o u
007 cr mn||||a|a||
008 190606s2018 xx obm 000 0 eng d
020 $a 9780355974553
035 $a (MiAaPQ)AAI10790305
035 $a (MiAaPQ)indstate:10867
035 $a AAI10790305
040 $a MiAaPQ $b eng $c MiAaPQ
100 1 $a Bushnell, Elizabeth J. $3 1188163
245 1 0 $a Network Effect : $b How Social Networks Relate to Beliefs about Organizational Change at Private Colleges.
264 0 $c 2018
300 $a 1 online resource (137 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
500 $a Adviser: Joshua Powers.
502 $a Thesis (Ph.D.)--Indiana State University, 2018.
504 $a Includes bibliographical references
520 $a In the context of an increasingly competitive and complex higher education market, postsecondary leaders are challenged to sustain the viability of their institutions. In response to these challenges, college and university leaders routinely pursue change and innovation. Yet, the process to implement change successfully is elusive. In other industries, researchers have found that social networks are influential in the success and sustainability of change. The purpose of this study was to explore if there is a relationship between social network characteristics and faculty members' beliefs about organizational change at a small, private university. The results showed that the strength and diversity of network connections related to faculty members' beliefs about whether changes were appropriate and supported by leaders and trusted peers. These findings indicate that social networks are influential in higher education. Leveraging informal, social networks can provide postsecondary leaders with another strategy to successfully implement change at small, private institutions of higher education.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Higher education. $3 1148448
650 4 $a Higher education administration. $3 1148709
655 7 $a Electronic books. $2 local $3 554714
690 $a 0745
690 $a 0446
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Indiana State University. $b Educational Leadership, Administration, and Foundations. $3 1185355
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10790305 $z click for full text (PQDT)