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An exploration of open innovation: An environmental scanning perspective
by Elci, Nuray, D.Mgt.  University of Maryland University College. 2009: 195 pages; 3408947.
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The relationship between learning organization dimensions and performance in the nonprofit sector
by Wetherington, John M., D.B.A.  University of Phoenix. 2010: 236 pages; 3425730.
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A qualitative exploration of courage
by Lord Jetter, Alizabeth, M.S.  Pepperdine University. 2010: 91 pages; 1479307.
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Team Adaptation in Uncertain Environments: A Descriptive Case Study of Dynamic Instability in Navy SEAL Units
by Livingston, David R., Ed.D.  The George Washington University. 2015: 185 pages; 3680645.
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Leadership capacity for succession and sustainability in a family-owned private school
by Gambini, Fiorella, Ed.D.  Pepperdine University. 2011: 148 pages; 3465438.
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A Phenomenological Exploration of Sexual Addiction's Influence on the Leader and the Organization
by Lemmon, Joseph S., Ph.D.  The Chicago School of Professional Psychology. 2018: 226 pages; 10974875.
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Uncovering the network -centric organization
by Abrams, Robert Steven, Ph.D.  University of California, Irvine. 2009: 204 pages; 3369629.
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Manager influence on collaborative change initiatives
by Milam, Ron, M.S.  Pepperdine University. 2014: 92 pages; 1566766.
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Knots of knowledge: How community-based organizations advance social change
by Cohen, Jennifer, Ph.D.  University of Massachusetts Boston. 2011: 225 pages; 3457393.
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Effective nonprofit collaborative networks
by Martinez, Jessica, M.S.  Pepperdine University. 2013: 103 pages; 1542660.
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