%0 Thesis %1 brown_relationship_1985 %A Brown, Claire Elizabeth %D 1985 %K ADMINISTRATION EDUCATION, %T The relationship between latent social role orientation and boundary role behavior of deans of continuing education in private research universities %X The boundary spanning unit and position are responsible for linking an organization or subsystem to its relevant environment. Purpose of the Study. The purposes of this research were to: (1) determine the boundary role orientation and behavior of subjects; (2) determine the latent social role orientation (LSRO) of subjects in order to ascertain the relationship between subjects' LSRO and their boundary role behavior; and (3) identify selected factors, including attitudes and behaviors of internal constituents and external agents, which may influence the relationship between subjects' LSRO and boundary role behavior. Methodology. The theories of open systems, including boundary spanning, and latent social role orientation provided the bases for the study. Data were collected through questionnaires and followup interviews. Subjects were deans of continuing education in 34 private Research I and II and Doctoral Granting I and II universities. To address the research questions and hypotheses, questionnaire data were analyzed via PPM and t tests at the .05 level of significance. Interview data were grouped by similarities and differences across all responses. Findings. There was no significant relationship between subjects' LSRO and their boundary role orientation or behavior. Subjects assigned greater importance to, and more frequently engaged in, intraorganizational rather than extraorganizational boundary spanning. There were no significant differences between locals and cosmopolitans regarding the importance they assigned to external boundary spanning for purposes of resource exchange. Nor was there a significant relationship between subjects' LSRO and their perceptions regarding attitudes and behaviors of internal constituents and external agents toward subjects' decision making. Conclusions. The environment of concern for deans of continuing education as boundary spanners is intraorganizational rather than extraorganizational. Boundary spanning units and roles are organizationally rather than professionally defined and organizations determine criteria for unit and personal success. Continuing education as a university boundary spanning function and the role of the dean have failed to become institutionalized in private research universities because the function is low in centrality, high on substitutability, and does not have broad based political support within or without the institution. (Abstract shortened with permission of author.)

@phdthesis{brown_relationship_1985, abstract = {The boundary spanning unit and position are responsible for linking an organization or subsystem to its relevant environment. Purpose of the Study. The purposes of this research were to: (1) determine the boundary role orientation and behavior of subjects; (2) determine the latent social role orientation (LSRO) of subjects in order to ascertain the relationship between subjects' LSRO and their boundary role behavior; and (3) identify selected factors, including attitudes and behaviors of internal constituents and external agents, which may influence the relationship between subjects' LSRO and boundary role behavior. Methodology. The theories of open systems, including boundary spanning, and latent social role orientation provided the bases for the study. Data were collected through questionnaires and followup interviews. Subjects were deans of continuing education in 34 private Research I and II and Doctoral Granting I and II universities. To address the research questions and hypotheses, questionnaire data were analyzed via PPM and t tests at the .05 level of significance. Interview data were grouped by similarities and differences across all responses. Findings. There was no significant relationship between subjects' LSRO and their boundary role orientation or behavior. Subjects assigned greater importance to, and more frequently engaged in, intraorganizational rather than extraorganizational boundary spanning. There were no significant differences between locals and cosmopolitans regarding the importance they assigned to external boundary spanning for purposes of resource exchange. Nor was there a significant relationship between subjects' LSRO and their perceptions regarding attitudes and behaviors of internal constituents and external agents toward subjects' decision making. Conclusions. The environment of concern for deans of continuing education as boundary spanners is intraorganizational rather than extraorganizational. Boundary spanning units and roles are organizationally rather than professionally defined and organizations determine criteria for unit and personal success. Continuing education as a university boundary spanning function and the role of the dean have failed to become institutionalized in private research universities because the function is low in centrality, high on substitutability, and does not have broad based political support within or without the institution. (Abstract shortened with permission of author.)}, added-at = {2018-06-19T15:20:34.000+0200}, author = {Brown, Claire Elizabeth}, biburl = {https://www.bibsonomy.org/bibtex/210c1d21dfa8fe8c5ac8db012430498b1/prophe}, interhash = {54c4b13dc7ae509874682c9f8bc38f84}, intrahash = {10c1d21dfa8fe8c5ac8db012430498b1}, keywords = {ADMINISTRATION EDUCATION,}, school = {Syracuse University}, shorttitle = {The relationship between latent social role orientation and boundary role behavior of deans of continuing education in private research universities}, timestamp = {2018-06-19T15:20:34.000+0200}, title = {The relationship between latent social role orientation and boundary role behavior of deans of continuing education in private research universities}, type = {{PhD} {Thesis}}, year = 1985 }