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Disruptive technologies often disrupt the careers of middle-skilled workers. The purpose of this paper is to investigate career transition strategies of middle-skilled workers that partially continue or expand their careers under the condition of disruptive technologies.

This paper established a conceptual framework of career transition strategies for middle-skilled workers by integrating the existing studies of disruptive technologies, technological trajectory transition, boundaryless and protean careers, and careers as repositories of knowledge.

The authors proposed three types of career transition strategies to partially prolong middle-skilled workers’ careers, namely, industry-oriented transition strategy which refers to a transfer to other occupations in the original industry, technology-oriented transition strategy which refers to a transfer to occupations with original technical skills in other industries, and comprehensive transition strategy which refers to a transfer to other occupations in the related industries. Further, this paper discusses the external conditions and individual competencies for each career transition strategy, and timing for implementing a career transition strategy from the perspective of the technology life cycle.

This paper focused on sustainable careers of middle-skilled workers under the condition of disruptive technologies, which received very little attention from the current literature. The findings also suggested for middle-skilled workers to develop a sustainable or long-term career in the current era of many disruptive technologies. The findings may also imply on how firms and government should contribute to help workers on handling scenarios of technological disruption.

Change in ownership among U.S. community hospitals has been frequent and, not surprisingly, remains an important issue for both researchers and public policy makers. In the past, investor-owned hospitals were long suspected of pursuing financial over other goals, culminating in several reviews that found few differences between for-profit and nonprofit forms (Gray, 1986; Sloan, 2000; Sloan, Picone, Taylor, & Chou, 2001). Nevertheless, continuing to the present day, several states prohibit investor-ownership of community hospitals. Conversions to investor-ownership are only one of six types of ownership change, however, with relatively less attention paid to the other types (e.g., for-profit to nonprofit, public to nonprofit). This study has two parts. We first review the literature on the various types of ownership conversion among community hospitals. This review includes the rate at which conversions occur over time, the relative frequency in conversions between specific ownership categories and the observed effects of conversion on hospital operations (e.g., strategic direction and decision-making processes) and performance (e.g., access, quality, and cost). Overall, we find that the impact of ownership conversion on the different measures is mixed, with slightly greater evidence for positive effects on hospital efficiency. As one explanation for these findings, we suggest that the impact of ownership conversion on hospital performance may be mediated by changes in the hospital's strategic content and process. Such a hypothesis has not been proposed or examined in the literature. To address this gap, we next study the role of strategic reorientation following hospital conversion in a field study. We conceptualize ownership conversion within a strategic adaptation framework, and then analyze the changes in strategy content and process across sixteen hospitals that have undergone ownership conversions from nonprofit to for-profit, public to for-profit, public to nonprofit, and for-profit to nonprofit. The field study findings delineate the strategic paths and processes implemented by new owners post-conversion. We find remarkable similarity in the content of strategies undertaken but differences in the process of strategic decision making associated with different types of ownership changes. We also find three main performance effects: hospitals change ownership for financial reasons, experience increases in revenues and capital investment post-conversion, and pursue labor force reductions post-conversion. Membership in a multi-hospital system, however, may be a major determinant of both strategy content and decision-making process that is confounded with ownership change. That is, ownership conversion may mask the impact of system membership on a hospital's strategic actions. These findings may explain the pattern of performance effects observed in the literature on ownership conversions.

This study explores the different survival strategies employed by family-owned small and medium-sized businesses in Nigeria. The study delves into the dynamics of ensuring business continuity from founders to successors and identifies the success factors that can facilitate seamless leadership transition outcomes.

This study utilised a qualitative multiple-case study approach, with the population consisting of founders from three medium-sized family businesses in Nigeria. Semi-structured interviews were the primary data collection tool used in the study. Furthermore, company documents were analysed to gain further insights into the leadership transition strategies employed in the selected businesses.

Successful transition and survival of family businesses are dependent on the founder's desire and support for transition, successor preparation, building trust and credibility in successors, and instilling a clear vision for the business.

The study's findings will provide valuable insights to leaders of family-owned SMEs, specifically in the development of effective leadership transition action plans. It should be noted that the study is limited to three family-owned businesses in two locations in Nigeria, which may restrict the generalisability of the findings. Despite this, the study offers novel contributions to the current literature by presenting practical strategies for achieving the survival of family businesses in an emerging economy.

This study proposed strategies for business survival, continuity, sustainability and seamless leadership transition for small and medium-sized family-owned businesses. Importantly, the study recommends action plans for present and prospective family business leaders to deepen succession pathways.

The purpose of this paper is to build on the research-supported view that interactions between top and middle management enhances effective implementation of organizational strategies by exploring the role of internal actors in driving organizational strategy at the intersection between strategy formulation and strategy implementation.

Adopting a social practice perspective, we undertook semi-structured interviews of 27 top and middle level managers drawn from a single case organization. Data collected were analysed using thematic analysis.

Differences in managerial perception of strategy has significant impact on implementation of strategic decisions as well as creating tensions in recursive communication practices between internal social actors. Furthermore, individual perceptions cannot only limit the extent of strategy awareness amongst key actors, the manifestations through social interaction between top and middle managers is a critical determinant of effective communication and realization of organizational strategy.

The research contributes to the strategy process and practice literature by exploring the dynamic interactions taking place at the intersections of strategy formulation-implementation phases of organizational strategy. It particularly highlights practical issues in top and middle manager interactions and implications for successful strategy implementation.

Numerous social conditions directly impact young people with disabilities as they enter adulthood. One such condition is the difficulty these individuals face in obtaining competitive work in an integrated setting. The consequence of this social reality is further magnified when they have received inadequate preparation for employment. Additional quality of life inhibitors often include isolation, dependence, and lack of control over their own lives. These and other social challenges have prompted the United States to initiate a national movement known as transition, which refers to the process of helping young people with disabilities prepare to successfully assume adult roles and responsibilities in a more integrative, collaborative, and supportive community.

Examines critically the promises and dilemmas of capitalist transition and economic transformation in the context of a post‐communist society such as Russia. Discusses the strategies for economic reform, the direction of change and the pace and magnitude of reforms.

The purpose of this paper is to study the control strategy of transition mode of the stopped-rotor (SR) aircraft under the condition of redundant control and complex aerodynamic characteristics.

This paper first proposes a transition strategy for the conversion between helicopter mode and fixed-wing mode. Then, aiming at the redundancy of the two control systems in the transition process, a control model is proposed, which greatly simplifies the control in conversion mode. Then, to facilitate the design of the control system, the Takagi-Sugeno model of the SR aircraft in transition mode is established. Finally, an explicit model tracking and tuning parameter stability augmentation control system is designed, so that the SR aircraft has a good stability during the transition process. Then, the outer loop control system of transition flight is designed.

The simulation results show that the control strategy proposed in this paper can realize the mode conversion well. It lays a solid foundation for the subsequent engineering flight test for the SR aircraft.

The work done in this paper provides ideas and methods for the flight control system design of SR aircraft in transition mode. The method of designing control model to solve the coordination of redundant control system is also applicable for other multimode aircraft, which provides a simple and convenient method for the multimode aircraft control.

The purpose of this study is to investigate the influence of critical friendship on a first- and last-year doctoral student’s novice and expert mindsets during role transitions. Doctoral students are challenged to navigate role transitions during their academic programs. Experiences in research expectations, academy acculturation and work-life balance, may impact doctoral students’ novice-expert mindsets and contribute to the costly problem of attrition. Universities offer generic doctoral support, but few support sources address the long-term self-directed nature of self-study.

The authors participated in a collaborative self-study over a 30-month period. The authors collected 35 personal shared journal entries and 12 recorded and transcribed discussions. The authors conducted a constant comparative analysis of the data, and individually and collaboratively coded the data for initial and focused codes to construct themes.

The critical friendship provided a safe space to explore the doctoral experiences and novice-expert mindsets, which the authors were not fully able to do with programmatic support alone. The authors identified nine specific strategies that positively impacted the novice-expert mindsets during the following role transitions: professional to student, student to graduate and graduate to professional.

While researchers have identified strategies and models for doctoral student support targeting specific milestones, this study identified strategies to support doctoral students’ novice-expert mindsets during role transitions. These strategies may benefit other graduate students, as well as faculty and program directors, as they work to support student completion.

The purpose of the present research is to identify how business model innovation can be used to make the transition from service for free to service for fee. In particular, the focus is on identifying, describing and analysing alternative transition strategies, degree and type of innovation, and how building blocks in the business model change.

A multiple case study of six manufacturing firms was performed. Data were collected through interviews with CEOs, service managers and sales managers. In addition, two workshops were performed with the participating firms.

The present research identified eight strategies for transitioning from service for free to service for fee. These strategies represent change in the business model, incremental business model innovation and radical business model innovation. It is suggested to change the content and structure to perform incremental business model innovation and change the governance to perform radical business model innovation.

In most models for service infusion, the change of business model is seen as a necessary step and focus is placed on that a change of business model is needed. The present study elaborates on what approaches manufacturing firms use to make the change from one business model to another.

Students with Emotional and Behavioral Disorders (E/BD) have been consistently experiencing dismal outcomes. The purpose of this chapter is to provide a brief overview of outcomes for this population, examine school-based instructional and behavioral strategies, and discuss transition related practices intended to improve present and future outcomes. It is recommended that while transition-specific practices are essential in maximizing the potential for success in post-school environments, it is also necessary to ensure that students with E/BD are engaged in school through evidence-based practices in early intervention/prevention, instructional, and behavioral interventions.