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Browsing by Author "Mumford, Troy, committee member"

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    Developing and testing of a theory of the business model concept
    (Colorado State University. Libraries, 2024) Dwyer, David, author; Gloeckner, Gene, advisor; Birmingham, Daniel, committee member; Hanson, Lea, committee member; Lynham, Susan, committee member; Mumford, Troy, committee member
    Business models are a popular term for describing how businesses create, deliver, and monetize the value of their products and services. However, research on the underlying business model concept appears to be primarily based on conceptual frameworks and design tools, rather than a published theoretical framework. The purpose of this study was to address the inadequacy of theoretical research on the business model concept by developing and testing of theoretical framework that makes explicit a theory of the business model concept. The study used Dubin's eight-step theory-building methodology, a theory-then-research strategy, and a quantitative hypothetico-deductive approach to applied theory building. The findings included a theoretical framework for the business model concept, a scientific model with empirical indicators of the units of the theory, and quantitative testing of the independence of indicators of the units. This research study contributes to the existing body of knowledge on business models and the scientific investigation of the business model concept.
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    Heart rate variability (HRV) training leads to improvements in measures of employee mental and physical health during COVID-19 pandemic, with implications for theory building and HRD
    (Colorado State University. Libraries, 2022) Cunningham Ritter, Erin S. L., author; Chermack, Tom, advisor; Chai, Dae Seok, advisor; Folkestad, James E., committee member; Mumford, Troy, committee member
    Data indicated that work-related stress could cost organizations financially, with losses associated with decreased productivity, healthcare costs and organizational dysfunction. Excessive stress in the workplace can cause significant costs to the employee as measured by declines in psychological and physiological health. Stress induced health symptoms and corresponding costs to the organization may be exacerbated by the COVID-19 Pandemic. These disruptions can affect organizational functioning as well the system's ability to dynamically respond to opportunities, challenges and organizational goals all of which can further increase employee stress and associated health outcomes. Human resource development professionals are in a position to offer interventions to help employees and organizational systems adjust to these new demands. Heart rate variability (HRV) training as a workplace wellness intervention to reduce stress for impacted employees has emerged as a promising line of research and applied work, with data supporting improved physical/mental health, learning and development and organizational outcomes. The purpose of this study was to investigate the effects of a HRV training intervention on measures of employee health and organizational outcomes during the COVID-19 pandemic. Empirical data collection for this inquiry was operationalized with a quantitative, between-groups, experimental research design to test the effects of a HRV self-regulation training on participants who were randomly assigned to active treatment groups and non-participant groups (wait-list control). Participants were assessed on psychological and physiological health and organizational outcomes by analyzing results of the POQA-R4 survey. The study population (N = 147) consisted of employees at a large, multi-national, independent public company in the multi-utilities industry. Data analyses concluded that three of this study's five hypotheses were upheld. Hypotheses related to emotional stress (moderate effect size), physical stress (moderate effect size) and emotional vitality (borderline moderate effect size) were upheld. The findings associated with mental and physical stress were consistent with previous literature, while organizational results were more ambiguous. Based on these findings, recommendations for future research, application, theory building and implications for HRD were offered. Specific recommendations included further refinement of conceptual/theoretical frames, measurement variables and assessment tools. Recommendations for practice focused on providing evidenced based wellness interventions (such as HRV self-regulation training), and reinforcing the organizational culture to support a range of wellness needs and to strengthen social systems, which serve as protective and mediating factors in times of stress. These recommendations may position HRD professionals as agile and dynamic leaders who implement organizational wellness to both support business objectives while reinforcing a culture of care.
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    Making training stick: a close examination of how trainee readiness, supervisor support, and practice foster transfer in a mobile technology-based training program
    (Colorado State University. Libraries, 2013) Putter, Stefanie E., author; Kraiger, Kurt, advisor; Johnson, Stefanie, advisor; Steger, Michael, committee member; Mumford, Troy, committee member
    Although today's organizations are investing copious amounts of time, money, and resources on employee learning and development, trainees often fail to apply their learning and skills on the job, bringing into question the true value of organizational training. In an attempt to improve understanding of the key individual and organizational elements that impact training success, this research explored how trainee readiness, supervisor support, and practice foster transfer in a mobile technology-based training program. Data were collected at three different time points (beginning, middle, and end of training) from 201 frontline workers who participated in an innovative, long-term safety training program. Findings revealed significant relationships between three trainee readiness characteristics and post-training outcomes, with post-hoc analyses suggesting that training self-efficacy and motivation to learn were the best predictors of training effectiveness. Unfortunately, results failed to support the expected interaction between supervisor support (operationalized as safety transformational leadership behaviors) and trainee readiness characteristics in boosting training success. However, follow-up tests revealed strong main effects between safety transformational leadership behaviors and post-training outcomes, with the strongest support for two key supervisory behaviors: individualized consideration and contingent reward. Finally, measurement issues prevented the exploration of the role of practice in a real-world, organizational training program. Study implications, limitations, and opportunities for future research on boosting 'training stickiness' are discussed.
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    Shared leadership and member engagement in Western Protestant house churches: a naturalistic inquiry
    (Colorado State University. Libraries, 2013) Veliquette, Abigail J., author; Lynham, Susan A., advisor; Gloeckner, Gene, committee member; Mumford, Troy, committee member; Smallwood, Steve, committee member
    Western Protestant churches measure success through member engagement. Waning church member engagement has led some to argue that ineffective leadership structures are to blame. While the possibility of shared leadership has been advanced to this end, its use in Western Protestant Church settings has yet to be explored and understood. Thus, this study sought to inform and illuminate how member engagement occurred in Western Protestant house churches that practiced shared leadership. This study was conducted within the Naturalistic paradigm, utilizing the embedded methodologies of hermeneutic phenomenology and ethnography to (a) understand the lived experience and in situ culture of individuals who attend Western Protestant churches where shared leadership is practiced and its perceived effect on their resulting engagement as members of those churches and (b) based on these findings, offer thick description for deep understanding, informed action, and further study as to how shared leadership might be utilized within Western Protestant churches to foster member engagement. Findings indicated that he culture of the house churches selected could best be described through the practiced mediums of the house church including meeting in homes, fellowship time, the physical set up, the flexible structure, and the study of scripture. These mediums were indicative of the underlying beliefs, values, and assumptions of the house church culture. Additionally, the adaptive nature of the church has, in notable part, instigated this shift towards house churches. Some of the manifestations of this shift are seen through the enactment of shared leadership as visible through decision-making and the ways in which church members take initiative to be involved. Additionally, the manifestation of church member engagement is visible through how these members construct, shared and individual, the experiences of participation in the weekly gatherings, interaction throughout the week, and an increased sense of ownership and responsibility. Finally, the themes that had emerged were predominantly confirmed via a final quantitative member checking survey and enabled me to develop contextualized definitions for shared leadership and engagement.
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    The combined effects of leadership style and organizational culture type on psychological empowerment and organizational commitment
    (Colorado State University. Libraries, 2014) Raymer, Steven D., author; Cleveland, Jeanette, advisor; Kraiger, Kurt, committee member; Chavez, Ernest, committee member; Mumford, Troy, committee member
    While leadership and organizational culture types are suggested to affect one another, contextual issues and unstable conditions make these effects difficult to measure. Using organizational outcomes with previously demonstrated relationships to both leadership and culture types, we create a controlled environment to establish 4 possible leadership and culture combinations. Using regression analysis, we explore possible mediation, moderation, and main effects of each condition on psychological empowerment and organizational commitment. Results indicate a lack of significant main effect by leadership, while "flexible" culture type produced higher scores of both psychological empowerment and organizational commitment over the "stable" culture type.
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    The effects of leadership behaviors on organization agility: a quantitative study of 126 U.S.-based business units
    (Colorado State University. Libraries, 2018) Gagel, Gretchen, author; Chermack, Thomas J., advisor; Korte, Russell, committee member; Gloeckner, Gene, committee member; Mumford, Troy, committee member
    Organizations face challenges related to swiftly and successfully adapting their products and services to meet the changing demands of the external environment to achieve long-term success. These challenges have prompted the study of organization agility, an organizational capability defined as the ability to swiftly and successfully change in order to achieve long-term financial success (Worley, Williams, & Lawler, 2014). Researchers have theorized that the behaviors and attributes of organization leaders impact organization agility (Worley et al., 2014; Holbeche, 2015). The purpose of this study was to conduct an inferential quantitative research study to determine if leadership behaviors predict organization agility. The research sample included 126 U.S.-based business units within 47 organizations with greater than 1,000 employees. Organization agility was measured using the Agility Survey (short-form) developed by Worley, Williams, and Lawler (2014) to generate a Total Agility Score. The leadership behaviors and attributes of the business unit leaders were measured using the Multifactor Leadership Questionnaire (MLQ-5X; Avolio & Bass, 2004). Confirmatory and exploratory factor analysis determined an alternative five-construct model of leadership behaviors and attributes for this data set. Simultaneous linear regression determined that the leadership behaviors found to predict higher levels of organization agility included (a) exploratory behaviors that support a culture of discovering new ways to solve problems and conduct business, (b) latitude behaviors that provide employees with a high degree of freedom and responsibility in achieving work results and resolving issues, (c) visionary behaviors that create a clear organization purpose and mission that define the "why" of the organization's existence, and (d) reflective behaviors that cause leaders to challenge their own assumptions and create mechanisms for the organization to do so as well. Simultaneous linear regression analysis also determined that leadership behaviors related to power and structure predict lower levels of organization agility. In addition to the original research question, results were reported comparing the Total Agility Score for organization groups divided by type of organization, size of organization, and year founded; and for business unit groups divided by business unit leader gender and size of business unit. Inspection of these results' means indicated that the Total Agility Score for for-profit organizations (M = 3.97) was significantly higher than the Total Agility Score for nonprofits/government agencies (M = 3.67), a difference of .30 on a 5-point Likert scale (p = .009) and with a larger than typical effect size (d = .77). Inspection of the results also indicated that the Total Agility Score for organizations with 1,000 to 6,000 employees (M = 3.99) was significantly higher than the Total Agility Score for organizations with greater than 6,000 employees (M = 3.83; p = .038) with an effect size between smaller than typical or medium (d = .37). This research study contributes to the body of knowledge of organization agility by informing scholars, practitioners, and organization leaders as to the leadership behaviors and attributes that predict both higher and lower levels of organization agility. Several additional research studies are suggested that would enhance knowledge related to the conceptual frameworks and theories of organization agility and leadership.