東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Linked to FindBook

Google Book

Amazon

博客來

STEM Nonprofit Leaders' Perceptions of Using Change Management Models.

Record Type:	Electronic resources : Monograph/item
Title/Author:	STEM Nonprofit Leaders' Perceptions of Using Change Management Models./
Author:	Whisenhunt, Kelvin Renard.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2021,
Description:	135 p.
Notes:	Source: Dissertations Abstracts International, Volume: 83-04, Section: A.
Contained By:	Dissertations Abstracts International83-04A.
Subject:	Area planning & development. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28649178
ISBN:	9798544246572

STEM Nonprofit Leaders' Perceptions of Using Change Management Models.
Whisenhunt, Kelvin Renard.

STEM Nonprofit Leaders' Perceptions of Using Change Management Models. - Ann Arbor : ProQuest Dissertations & Theses, 2021 - 135 p.

Source: Dissertations Abstracts International, Volume: 83-04, Section: A.

Thesis (Ph.D.)--Capella University, 2021.

This item must not be sold to any third party vendors.

The purpose of this study was to gain information on the use of change management models by STEM-focused nonprofits in support of strategic planning. The research question guiding this study was: "What are the perceptions of STEM nonprofit leaders who used change management models for the development of strategic plans?" Generic qualitative design was used to determine if leaders in nature science center nonprofits would identify any change management processes that were beneficial to their strategic planning procedures. The results were based on interviews with 10 nature science center leaders that held positions as chief executive officer (CEO), center director, program director, board member, and education manager. Inductive analysis with coding of transcribed interviews and identification of patterns from the raw data were used to develop themes. Analysis of the data indicated that collaborative partnerships and confidence in the processes developed through those collaborations provided benefit to the nonprofits during strategic planning. The leader's collaborative partnerships with professional organizations rendered the structural guidance needed to create strategic plans that were executable and beneficial to the organization and its constituents. The subsequent implementation of the action plans that became necessary because of the pandemic, gave the leaders confidence in the processes, therefore encouraging the execution of strategic planning on a regular basis. Future research exploring the collaborative partnerships between nonprofit and professional organization other than nature centers may add to the knowledge base of the nonprofit sector as a whole.

ISBN: 9798544246572Subjects--Topical Terms:

3172430
Area planning & development.
Subjects--Index Terms:

Change management

STEM Nonprofit Leaders' Perceptions of Using Change Management Models.
LDR:02872nmm a2200385 4500 001 2351083
005 20221107085250.5
008 241004s2021 ||||||||||||||||| ||eng d
020 $a 9798544246572
035 $a (MiAaPQ)AAI28649178
035 $a AAI28649178
040 $a MiAaPQ $c MiAaPQ
100 1 $a Whisenhunt, Kelvin Renard. $3 3690630
245 1 0 $a STEM Nonprofit Leaders' Perceptions of Using Change Management Models.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2021
300 $a 135 p.
500 $a Source: Dissertations Abstracts International, Volume: 83-04, Section: A.
500 $a Advisor: Enger, Kathy.
502 $a Thesis (Ph.D.)--Capella University, 2021.
506 $a This item must not be sold to any third party vendors.
520 $a The purpose of this study was to gain information on the use of change management models by STEM-focused nonprofits in support of strategic planning. The research question guiding this study was: "What are the perceptions of STEM nonprofit leaders who used change management models for the development of strategic plans?" Generic qualitative design was used to determine if leaders in nature science center nonprofits would identify any change management processes that were beneficial to their strategic planning procedures. The results were based on interviews with 10 nature science center leaders that held positions as chief executive officer (CEO), center director, program director, board member, and education manager. Inductive analysis with coding of transcribed interviews and identification of patterns from the raw data were used to develop themes. Analysis of the data indicated that collaborative partnerships and confidence in the processes developed through those collaborations provided benefit to the nonprofits during strategic planning. The leader's collaborative partnerships with professional organizations rendered the structural guidance needed to create strategic plans that were executable and beneficial to the organization and its constituents. The subsequent implementation of the action plans that became necessary because of the pandemic, gave the leaders confidence in the processes, therefore encouraging the execution of strategic planning on a regular basis. Future research exploring the collaborative partnerships between nonprofit and professional organization other than nature centers may add to the knowledge base of the nonprofit sector as a whole.
590 $a School code: 1351.
650 4 $a Area planning & development. $3 3172430
650 4 $a Information science. $3 554358
653 $a Change management
653 $a Nonprofit leadership
653 $a Nonprofit management
653 $a STEM nonprofit
653 $a Strategic planning
690 $a 0635
690 $a 0454
690 $a 0723
690 $a 0341
710 2 $a Capella University. $b School of Public Service and Education. $3 3555886
773 0 $t Dissertations Abstracts International $g 83-04A.
790 $a 1351
791 $a Ph.D.
792 $a 2021
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28649178