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Nonprofit organizations (NPOs) increasingly view social entrepreneurship as means to expand their mission scope while simultaneously diversifying revenue streams and strengthening financial foundations. However, the pursuit of social entrepreneurial ventures often incites a tug-of-war phenomenon between the deep-rooted social welfare logic of the parent NPO and a newly evolving commercial logic at the subsidiary social enterprise (SSE). The present study seeks to understand how NPOs navigate such logic conflicts as they strive to become more entrepreneurial. Based upon case studies of two NPOs, we found divergence in organizational identity, legitimacy, and mission/vision between parent nonprofits and their SSEs as they struggled with a defining question: Are we a program or are we a business? Our research indicates that organizations reconcile such cognitive dissonance through four distinct processes: connecting, variegating, separating, and augmenting social welfare and commercial logic spheres. We, thus, contribute to the social entrepreneurship and nonprofit management literatures by illustrating ways in which noncommercial organizations may address issues of logic divergence when engaging in revenue-generating commercial activities.

In this chapter, we raise awareness of the larger network in which multiteam systems (MTSs) are situated. We posit that in the complex operations conducted by military units, MTSs are not isolated entities, but rather exist in exponentially complex systems that include additional challenges for both research and practice.

An operational example involving an Army Brigade Combat Team Headquarters is presented to explain the details of the exponentially complex MTSs inherent in military operations, raise awareness about challenges that plague successful mission accomplishment, and discuss the way forward for research and practice.

The Army Brigade Combat Team Headquarters is characterized as a traditional MTS, embedded in a system of hierarchical MTSs, further embedded within a parallel structure of MTSs. Challenges inherent in these organizational structures provide direction for research and practice to address the exponentially complex meta-systems that are prevalent throughout the military.

While researchers have begun to address teams existing in larger networks, or MTSs (Mathieu, Marks, & Zaccaro, 2001), much of the existing research is based on small or isolated systems. As a result, our understanding of the meta-systems in which many of these MTSs exist is limited. This chapter provides concrete examples of an exponentially complex MTS within a military environment and highlights challenges to be addressed in both research and practice.

This chapter is presented in four distinct sections designed specifically to help early career scholars gain valuable insight into the complexities of preparing for and succeeding as a faculty member in the United States’ (US) system of higher education. The first section will explore the vast and multifaceted landscape of higher education across the US, anticipating that readers will be inspired to seek more regionally and institutionally specific perspectives as appropriate to their own interests. The second section offers a reflective narrative from the perspective of a doctoral candidate working strategically to help ensure a smooth transition to a faculty appointment in the US system. This section will provide perspectives on doctoral program aims and structures in the US along with the day-to-day work of a doctoral candidate working within the context of a college of education. In the following section of this chapter the authors offer guidance for engaging in impactful and innovative work to help ensure early career success. Such advice includes working across traditional academic boundaries and pursuing timely and influential research questions that deepen understandings across often distinct lines of inquiry. Finally, the authors present brief perspectives from several experienced faculty who remind us of the larger picture of what it means to truly thrive in the competitive environment of higher education.

We examine whether systematic risk of the financial services industry (banks, finance, insurance, and real-estate sectors) declined after the passage of GLBA. This study differs from prior work in that we examine changes over a long period of time (5 years before and 5 years after the Act) and we use the Carhart (1997) four-factor model for assessing changes in risks. The study finds that banks, insurance, finance, and real-estate segments load on the market, size, and value factors before as well as after GLBA (the real-estate segment loads on the value factor only after GLBA). Except for finance companies, betas decline significantly for all the other segments after the GLBA. In the case of banks even their loadings on the size and value factors decline after the GLBA, while in the case of finance and real-estate companies the loadings on the momentum factor exhibits reduction in risk after the Act. Overall, the GLBA had a risk reducing impact on the financial services industry.

This chapter explores the importance of professional learning and reinvention over the course of a career in information.

Drawing upon personal experience in a range of positions and information organizations, the author uses the evolution of her career as a template for exploring professional growth.

The chapter offers strategies for adapting, reinventing, and continually learning in a career in the field of library and information science.

In this chapter we study job design. Do organizations plan precisely how the job is to be done ex ante, or ask workers to determine the process as they go? We first model this decision and predict complementarity among these following job attributes: multitasking, discretion, skills, and interdependence of tasks. We argue that characteristics of the firm and industry (e.g., product and technology, organizational change) can explain observed patterns and trends in job design. We then use novel data on these job attributes to examine these issues. As predicted, job designs tend to be “coherent” across these attributes within the same job. Job designs also tend to follow similar patterns across jobs in the same firm, and especially in the same establishment: when one job is optimized ex ante, others are more likely to be also. There is evidence that firms segregate different types of job designs across different establishments. At the industry level, both computer usage and R&D spending are related to job design decisions.

Austrian insights on the limits of central planning, the pervasiveness of knowledge problems, and the importance of the entrepreneur in coordinating social change have yielded substantive contributions to the literature on how individuals and communities respond to both natural and unnatural, or manmade, disasters. Austrian economists have examined the political economy of natural disasters, disaster relief and recovery efforts, the economic effects of extended wars, post-conflict societal reconstitution, and the effectiveness of humanitarian aid. This literature advances two main findings: (1) that centralized governments are likely to be ineffective at providing the goods and services that are necessary for community recovery and (2) that decentralized efforts are better suited to address the needs of society, to discover the best course of action for producing and distributing these goods and services, and to adapt to changing needs, circumstances, and technology. This paper examines the Austrian theories utilized to examine disasters, provides a summary of the recent research on both natural and unnatural disasters, and proposes areas for future research.