Extreme heat, a widespread environmental hazard, is experienced disproportionately by historically disinvested and marginalized communities in Tempe. The City of Tempe has thus identified the importance of preparing the City’s youth to move into positions of power within the community to prepare for a future of rising temperatures and climate uncertainty, specifically as it relates to intergenerational community resilience. The City’s long-term Cool Kids, Cool Places, Cool Futures project plans to accelerate the City’s existing climate action by activating and empowering local youth as change agents in the co-creation of cooler, more equitable, and healthier futures. This MSUS project aims to develop strategies for the youth and the city that work together to advocate for and implement youth-designed and neighborhood-focused climate action projects in the Escalante and Victory Acres neighborhoods. The envisioned solution for this project is the creation of a dual strategy to connect youths’ visions for the future of Tempe with the City’s capacity (resources, funding, etc.) to adequately implement them. To complete this, the MSUS team facilitated a visioning workshop for local youth at McClintock High School to brainstorm potential climate action projects. As a result of this workshop, an action guide was then developed by the MSUS team with strategies to help jumpstart these youth-designed projects, highlighting the necessary social and physical assets and infrastructures needed for the projects to succeed. In turn, the City received a report outlining how they can best support the youth in the realization of these action projects. Both of these strategy guides will be used in parallel to begin the implementation of the climate action projects in the Fall of 2022.
For decades, understanding the complexity of behaviors, motivations, and values has interested researchers across various disciplines. So much so that there are numerous terms, frameworks, theories, and studies devoted to understanding these complexities and how they interact and evolve into actions. However, little research has examined how employee behaviors translate into the work environment, particularly regarding perceived organizational success. This study advances research by quantitatively assessing how a greater number of individual employees’ pro-environmental behaviors are related to the perceived success of environmentally sustainable workplace activities. We have concluded that the more pro-environmental behaviors an employee embodies, the more positively they perceive the success of their local government's sustainable purchasing policy. Additionally, other factors matter, including organizational behaviors, like training, innovation, and reduction of red tape.
Food insecurity and hunger are strongly interconnected with poverty and are major concerns across the world. Poverty stems from many interconnected issues and creates what are known as Food Deserts. The challenge then becomes: How do we mitigate the effects of food deserts to achieve food security? This paper proposes a design and a potential solution to address this question of food insecurity with the modification of a traditional aquaponics system that can potentially deliver the same product at a lower cost. Stakeholder input was key to the product design and was captured through a set of carefully conducted interviews. An in-depth literature review also informed the redesign process, and a final, viable product was proposed. Thus far, the proposed aquaponics system has demonstrated to be a promising cost-effective, sustainable, solution that could provide a majority of the food needs for a family.
Based on a randomized online vignette experiment with 1,569 respondents residing in the United States collected in Amazon’s Mechanical Turk platform, the dissertation confirms that public authorities face different levels of public tolerance relative to business managers. More specifically, the unethical behaviors of a public manager are less likely to be tolerated than the same misconduct of a business manager, while ethical offenses of elected officials are least likely to be tolerated by the public. However, the public is relatively much less tolerant of public managers’ and elected officials’ petty violations relative to business managers than they do for more egregious violations of public authorities.
The dissertation further finds that public evaluations are contingent upon the respondents’ work experience in different sectors. Individuals working in government are more likely to be tolerant of petty unethical behaviors, regardless of whom they evaluate, but they become much less tolerant of public managers’ and elected officials’ grand ethical violations. The longer individuals work in for-profit organizations, the less likely they are to tolerate public authorities’ petty violations of organizational rules while consistently being more accepting of the unethical behaviors of business managers.
Using an experimental design, the dissertation finds the importance of a fair and legitimate use of tax money in the public’s moral evaluations of public leadership and further discusses the potential sources of public skepticism of the public sector. Furthermore, the public and private sector comparison provides theoretical and practical implications for ethics reform in the era of collaborative governance.
The second essay expands on the first one to incorporate the organizational environment and model the adaptive system. Combining an agent-based model and qualitative interviews with key decision makers, the study investigates how adaptation occurs over time in multiplex contexts consisting of the natural hazards, organizations, institutions and social networks. The study ends with a series of refined propositions about the mechanisms involved in public organization adaptation. Specifically, the analysis suggests that risk perception needs to be examined relative to risk tolerance to determine organizational motivation to adapt, and underscore the criticality of coupling between the motivation and opportunities to enable adaptation. The results further show that the coupling can be enhanced through lowering organizational risk perception decay or synchronizing opportunities with extreme event occurrences to promote adaptation.
The third essay shifts the gaze from adaptation mechanisms to organizational outcomes. It uses a stochastic frontier analysis to quantify the impacts of extreme events on public organization performance and, importantly, the role of organizational adaptive capacity in moderating the impacts. The findings confirm that extreme events negatively affect organizational performance and that organizations with higher adaptive capacity are more able to mitigate those effects, thereby lending support to research efforts in the first two essays dedicated to identifying preconditions and mechanisms involved in the adaptation process. Taken together, this dissertation comprehensively advances understanding about public organization adaptation to extreme events.