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In far too many cases the initiatives to change schools by introducing new programs, processes and reforms has not resulted in obtainment of the desired outcomes. A major reason for limited outcomes suggested in this paper is that there has been a failure to learn from and apply constructs and measures related to understanding, facilitating and measuring dimensions of change processes. The aim of this paper is to introduce the three diagnostic dimensions of the Concerns Based Adoption Model (CBAM) along with illustrations of how each can be used to assess extent of implementation. Highlights from the four decades of development and use of each of these constructs are presented. Each of the constructs, Stages of Concern, Levels of Use and Innovation Configurations, is described along with review of the four decade story of its measurement development. Reference is made to selected studies. Implications of each construct for research, program evaluation and facilitating change processes are highlighted. The final section of the paper explores relationships between each construct. The conceptual explorations end with suggested implications for research, evaluation and practice. Throughout the author inserts short more personal anecdotes about the reasoning and experiences related to development and applications of each construct. The paper concludes with acknowledgement that other factors, especially leadership, are key to achieving implementation success.

Introduction of three research‐based constructs, Stages of Concern, Levels of Use and Innovation Configurations, their measures. Findings from selected studies are reviewed.

The three diagnostic dimensions of the Concerns Based Adoption Model have been applied with a wide range of education innovations, different contexts, and across nations and cultures.

Implementation needs to be determined through direct measurement.

Extent of implementation needs to be determined directly in all treatment and comparison/control groups.

Without direct assessment of the extent of implementation the outputs and outcomes of new programs and innovations may not be determined.

The three Diagnostic Dimensions of the Concerns Based Adoption Model have been applied widely. The conceptual implications, especially when the three constructs are interconnected two at a time, offer important suggestions for future research and in program evaluations.

Vibrant entrepreneurial ecosystems, systems of inter-related forces that promote and sustain regional entrepreneurship, are increasingly viewed as sources of innovation, economic development and community revitalization. Regions with emerging, underdeveloped or depressed economies are attempting to develop their nascent entrepreneurial ecosystems in the hopes of experiencing the positive benefits of entrepreneurial activity. For nascent entrepreneurial ecosystems to grow requires resources. However, how nascent entrepreneurial ecosystems manage their resource dependencies and the tensions that exist between creating and attracting resources are not clear. The purpose of this paper is to propose a theory of nascent entrepreneurial ecosystem resource dependence.

This conceptual paper analyzes entrepreneurial ecosystems as meta-organizations and builds on resource dependence theory to explain how nascent ecosystems respond to environmental dependencies and their resource needs through internal and external strategies.

Two specific strategies used by nascent entrepreneurial ecosystems to manage resource dependence – bridging and buffer – are explored. It is proposed that there is a positive relationship between the resource dependence of a nascent entrepreneurial ecosystem and its use of bridging and buffering activities. Two ecosystem characteristics that influence the pursuit of bridging and buffering – ecosystem size and the presence of collaborative values – are also identified. In addition, it is theorized that resource dependence strategies influence a key, system-level characteristic of entrepreneurial ecosystems: resilience, the ecosystem’s ability to respond and adapt to internal and external disruptions.

The theory presented generates insights into how nascent entrepreneurial ecosystems create and obtain resources when ecosystems are unmunificent, resource-constrained or underdeveloped. The theorizing addresses which resource dependence strategy – buffering or bridging – has a stronger link to resource dependence (and resilience) and under what conditions these linkages occur. The theoretical model generates insights for research on entrepreneurship in emerging and developed economies and produces practical implications for ecosystem participants, policymakers and economic development organizations.

The purpose of this paper is to investigate the potential, both analytically and practically, of understanding research methods as bridging devices. Methods can bridge theory and empirics, but it is argued that they can perform several bridging functions: between theory and praxis, between analysis and strategy and between past and future. The focus is on those forms of bridging relevant for understanding and effectuating change in governance, at community level and at the scale of organizations.

The paper develops a perspective on methods as bridging devices. It uses the newly minted methods of governance path and context mapping as a case study. These methods conceptually derive from evolutionary governance theory (EGT) and were developed and tested in Canadian empirical research. The case helps to develop insight in features, forms and limitations of methods as bridging devices in governance research and practice. The authors then use the case to further develop the initial concept of bridging more generally, emphasizing the shifting balance between methods as bridging and creating boundaries.

Both the case study and the theoretical analysis underline the necessary imperfection of any method as bridging device. The authors affirm the potential of method to perform different bridging functions at the same time, while revealing clear tradeoffs in each role. Tradeoffs occur with adapted versions of the method producing new strengths and weaknesses in new contexts. In each of the forms of bridging involved neither side can be reduced to the other, so a gap always remains. It is demonstrated that the practice of bridging through method in governance is greatly helped when methods are flexibly deployed in ongoing processes of bricolage, nesting and modification. Governance enables the continuous production of new framing devices and other methods.

The idea of methods as bridging devices is new, and can assist the development of a broader understanding of the various forms and functions of research methods. Moreover, it helps to discern roles of research methods in the functioning of governance. The context of governance helps to recognize the multi-functionality of research methods, and their transformation in a context of pressured decision-making. Moreover, this approach contributes to the understanding of governance as adumbrated by EGT.

This study aims to explore the impact of social capital on job performance when workers interact with coworkers through social media in organizations.

Structural equation modeling was conducted, and a sample of 230 workers in Taiwan was investigated.

This study found that bonding social capital has a greater impact on job performance than bridging social capital for interactions among coworkers through social media in organizations. Moreover, bridging social capital affects job performance more strongly for male workers than for female workers, but bonding social capital affects job performance more strongly for female workers than for male workers.

This study extended social capital theory by adding the mediating effects of job satisfaction and relational satisfaction and the moderating effect of gender into the model.

This study suggests that company managers need to train workers how to use social media to appropriate their affordances and consider the work team relationship to position adequate strategies for male and female workers.

This study advances the previous knowledge of social capital theory for workers interacting with coworkers through social media in organizations.

The focus in this paper is on the extent to which bonding and bridging social relationships predict the performance effectiveness and attitudinal (identity) outcomes.

The research was survey-based, involving 76 work teams and a total of 499 employees in 48 organisations.

The analysis reveals a positive relationship between both bonding and bridging relationships and performance effectiveness and attitudinal outcomes. Team identity mediates the relationship between the team ' s social-network structure and its performance effectiveness.

The research investigates the performance effectiveness and attitudinal outcomes of social networks simultaneously, which is rare, but for study-design reasons fails to investigate behavioural outcomes. More extensive data would reveal more about the possible interaction between bridging and bonding.

In order to improve performance effectiveness managerial attention should focus on building a team and social networks.

The research shows that team identity fully mediates the influence of bonding and bridging social relationships. This finding sheds light on the processes that mediate performance effectiveness, which in turn facilitate understanding of how team dynamics lead to differing performance levels. The results also reveal how the type of social network affects the creation of a team identity: individuals identify with the team through the social networks to which they belong both within it and outside. Thus, team identity matters given the evidence suggesting that those who identify more with their work teams perform more effectively.

The purpose of this paper is to test the feasibility of a conceptual model on relations between organisational innovation, knowledge productivity and social capital. It explores processes of knowledge productivity for sustainable innovation and associated HRD implications in knowledge intensive organisations, taking the perspective that social capital is a key influencing condition.

This qualitative case-study concerned a large-scale innovation project between knowledge-intensive organisations. Semi-structured interviews were conducted with 20 participants from six innovation groups as well as with the project management.

Findings showed that four dimensions of social capital influence knowledge productivity, each requiring a minimum quality to create a rich innovation environment for sustainable results. The relational and cognitive dimensions seem most important, while the action dimension makes them productive. Knowledge productivity appears twofold, i.e. organisational innovation, and professional ability for future innovation. Found are 18 new indicators.

Only one large-scale inter-organisational case was conducted.

It is suggested that project management, group leaders and HRD officers target social capital as condition for knowledge productivity that should be stimulated, not just by planned interventions, but by “being” there as supporter, coach and mediator.

The article contributes to our knowledge about innovations in knowledge-rich organisations, broadens the concept of knowledge productivity, and provides a new framework of social capital as intervention model for HRD. In addition, not often dealt with in literature, the dynamic of innovation is shown.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The complexity of the environment within which an organization operates, as well as its relationship to the public, presents external challenges. The approach of top management (how authoritarian it is), the extent of orientation toward analysis, and the ability to adapt are all internal factors that an organization has to assess and overcome. All of these factors are present in the decision-making process an organization goes through to implement its communications strategy. A bridging strategy is the method with which an organization attempts to better connect to its publics to improve performance and overall resilience to market changes. Bridging strategy can be seen to work, but it requires the right approach to strategic policy to be successfully implemented.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to suggest a need to widen stakeholder theory to include non‐human influences to better describe the complex corporate environment. Drawing from actor‐network theory, non‐human entities may “translate” new, unexpected stakeholders to support their aims.

The paper employs a theoretical conceptual approach with three illustrative examples.

The examples provided show that corporate crises result partly from previously unacknowledged non‐human spheres of influence and cause corporations serious losses. Corporations that take a proactive stance and monitor the weak signals of change are able to improve their standing and maintain legitimacy.

The framework created requires more testing with different examples across contexts and cultures. Future studies should examine the process of translation more deeply and examine who can potentially be translated into a stakeholder.

Corporate communication should play “the devil's advocate” on issues and analyze not only stakeholders, but also non‐human entities that may be able to translate others into joining their cause.

This paper broadens stakeholder theory to better describe the current corporate environment by highlighting the process of translation among stakeholders and non‐human entities.

The paper aims to propose a conceptualization of two types of team social capital: team-bonding and team-bridging social capital. Throughout the conceptual effort, the paper provides suggestions for future research avenues that link team social capital, as a distinct team-level construct, with other team research topics.

The conceptualization of team social capital is based on a review and synthesis of prior research about social networks. The propositions about the relationships of team social capital with other team process and effectiveness variables are developed within the classical input-mediator-output framework.

The conceptualizations of team-bonding and team-bridging social capital and the common measures for each are provided. Moreover, a series of testable propositions regarding the associations between team social capital and team process, the influence of team social capital on team effectiveness and the antecedents of team social capital are made.

Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further.

This paper elaborates the concept of team social capital and specifies its implications to various team phenomena. With this conceptual effort, this paper has advanced our knowledge about the nature and role of team social capital in team research.

This chapter examines staffing trends for Beta Alpha Psi (BAP) advisors over the past 20 years to document the degree of tenure- versus nontenure-track faculty involvement. We surveyed faculty advisors to determine how they are compensated for their BAP service. Our findings show a significant increase in the percentage of nontenure-track faculty filling the role of BAP advisor. Additionally, few advisors appear to receive pecuniary benefits for their service, and nearly one-third receive no reimbursement from their institutions for BAP-related expenses that they incur. We discuss the implications of these findings and their potential for limiting BAP's ability to execute future strategic initiatives.