Graduate School of Public Administration (GSPA) National Institute of Public Administration (NIDA)

Graduate School of Public Administration(GSPA) National Institute of Public Administration(NIDA)
Dissertation Topic: Transformational Leadership, Learning Organizational Culture and Employee Involvement Climate to Effective Organization: A Study of Employee Perspectives within The PTT Group
9900: Dissertation Seminar

Course Director: Prof. Sombat Thamrongthanyawong Presented by: Watit Intuluck, ID # 5410131005 My advisor: Asso. Prof. Chindalak Vadhanasindhu, Phd.
Table of Content
Contents
Introduction
Background Problem Statement Significance of the Study Scope and Limitation of the Study Definitions of Terms Structure of the dissertation
Method
Research design Unit of Analysis Population, Sample size methods Operational Definition Reliability and validity Construct validity Content validity Data Collection Data Analysis Ethical Considerations
and Sampling
Theory
The concept and meaning of OE The concept and meaning of LT The concept and meaning of LO The concept and meaning of OC Relevant Literature and Measures Theoretical Framework and Hypotheses
References Appendices
Topics:
Chapter 1 Background Problem statement Research Questions Significance of the study The Scope and Limitation Definition of Terms Structure of the Dissertation Chapter 2 Chapter 3
Background

Background
An entire society is more competitive. Organization try to remain survival by many tools. Reducing cost, increasing effectiveness, speeding process times and improving decision- making
Thai Public Organization

Due to a dynamic global environment, public organization needs to become more effective The National Economic and Social Development Plans have been initiated to improve public organizations. 1st Plan the basic infrastructure 3rd Plan public organization concerns 6th Plan management tools (down-sizing) 8th Plan learning organization 9th Plan good governance 10th Plan Sufficiency Economy
Learning organization
it has been paid attention by researchers and considered it as a new form of public management (NPM) Many companies from both private and public have adopted this culture such as Advance Agro Company Limited, Toyota motor PTT Public Company Limited
As the result, many government agencies have been established such as Office of the Public Sector Development Commission, Office of the Civil Service Commission along with others.
Topics:
Background

The State Enterprises Policy Office (SEPO)

Due to the Asian Crisis (1997), SEPO was established to manage state-owned companies.
Leadership
Private organizations tend to do better than Public ones The reason is that even though there is a plenty of skilled people in public organizations, there is still lack of leadership, suitable climate While a large number of papers on organizational effectiveness, the study on learning organization and effectiveness is limited (Georgopoulos& Tannenbaum 1957; Judge 1994; Armstrong 2009; Shipton 2000) Even a smaller number of the studies in cases of Thai State owned Enterprises
Organizational Effectiveness
After the Crisis, Organizational Effectiveness is considered as a part of good governance Many papers have been studied regarding various factors influencing organizational effectiveness Such as employee satisfaction, learning organization, leadership Campbell 1974; Smart 1997; Koys 2001; Yukl 2008
Topics:
Problem Statement

Drucker (1990)
In developed countries, public institutions are seen as a growth industry. Public activities have increased due to the changing environment Internal challenges customer-driven needs, limited resources, rapid changing customer needs
State-Owned Enterprises
50 % or more of its values is owned by Government About 3,709 Mil baht of revenue (2012) Approximately 1.67 trillion baht of assets (2010)
It becomes important instrument in economic development.

About 55 state enterprises within 9 sectors The energy sector is the most profitable PTT was ranked the first in terms of profitability and innovation
Senge (1990)
Organization that can respond to the changing nature of work and authority relationship are learning orgnaizations.
Example, Thongwang (2010)

National Science and Technology Development Agency (NSTDA)Learning organization However, lack of teamwork, inappropriate organizational climate,
Topics:
Research Questions & Significance of the study

Aim of the study
to find the relationship between transformational leadership behaviors, learning organization culture, employee involvement climate and organizational effectiveness based on employee perspective
Significance of the study

The study provides theoretical knowledge regarding transformational leadership behavior, learning organization, employee involvement climate and organizational effectiveness The finding will assist the organization to achieve its goals by creating framework that shows the relationship among these variables It helps to develop appropriate strategies for other companies which are in crisis to reach their goals.
Research question
What is the relationship between transformational leadership and organizational effectiveness? What is the relationship between learning organization culture and organizational effectiveness? What is the indirect relationship between transformational leadership behavior, learning organization, employee involvement climate and organizational effectiveness?
Topics:
Problem Statement

Chanabhorn (2013)
Three state enterprises; PTT, MEA, MWA The study implies that leaders lack of knowledge transfer. The study suggests that information about organizational culture, performance, environment and work related climate have been overlooked
While researchers paid attention on the characteristics of transformational employee leadership, learning and organization, organizational
involvement
climate
effectiveness, the research on the relationship between these variables together is limited. (Green 1996; Penn 1991; Powell 1987)
PTT Group
1.5 trillion baht of assets 37,385.18 million baht of profit Due to Oil spill crisis, the organizational leaders have to restore its reputation and prevent it to happen again
Topics:
The scope and limitation

Scope of population
The employees of PTT group Supervisory level Middle management level Operational level The proportionate stratified random sampling four main sectors; There are
Scope of context
The subject of the study are asked the questions regarding transformational leadership, learning
organization, employee involvement climate and organizational effectiveness
- Natural gas
- Oil - Petrochemical business - Others
Topics:
Definition of Terms

Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives. This study focuses on transformational leadership which divided the role of leadership into transformation, transaction and laissez-faire components Transactional Leadership Refers to leader-follower exchanges necessary for achieving routine performance agreed upon between leaders and followers.
Transformational Leadership Is characterized by the ability to bring about significant change. Including ability to lead changes in the organizations vision, strategy, culture and innovation Laissez-Faire Leadership Refers to behavior that abdicates responsibilities and avoids making decisions. Learning organization Refers to the ability of a workforce in an organization to learn faster than those in other organizations constitute the only sustainable competitive advantage
Topics:
Definition of Terms

Employee Involvement Climate Refers to the degree to which individual at all level are truly engaged in and are positioned to help the business succeed.
Organizational Effectiveness Refers to an organizations ability to provide imported resources retain internal systems (internal focus) and successful relationship with the organizational environment (external focus)
Structure of Dissertation Proposal
Topics:
Chapter 1 Chapter 2 The concept and meaning of OE The concept and meaning of LT The concept and meaning of LO The concept and meaning of OC Relevant Literature and Measures Theoretical Framework and Hypotheses Chapter 3
Literature Review
This section will be discussed as follows:

1. The concept and meaning of organizational effectiveness 2. The concept and meaning of leadership theories 3. The concept and meaning of learning organization 4. The concept and meaning of organizational climate 5. Relevant literature and research on multidimensional measures 6. Theoretical framework of the study 7. Summary, conceptual framework and proposed hypotheses
Topics:
The concept and meaning of OE
ORGANIZATIONAL EFFECTIVENESS
The concept of organizational effectiveness is one of the most complex issues in organizational management literature. The difficulties are ranging from finding an appropriate definition to selecting criteria of effectiveness. The definition in one setting and one set of criteria may not apply to another setting (Georgopoulos & Tannenbaum, 1957).. Therefore, there are several definitions from various scholars that have both similarities and dissimilarities.
Georgopoulos & Tannenbaum (1957) defines

organizational effectiveness as the degree to which an organization that is perceived as a social system fulfills its objectives without incapacitating its means and resources. Moreover, Katz and Khan (1971) define it in terms of maximization of return to society and the survival and growth of state enterprise. Similarly, Price (1972) who refers it to the maximization of return to the organization by economic and technical means, and by political means, or the return to society in a higher view. Pfeffer and Salancik (1982) defined it as the ability of organization in creating acceptable outcomes and actions..
Topics:
The concept and meaning of LT

Leadership Definition
There are about 35,000 definitions of leadership in the literature (Pye, 2005 cited in Western, 2007) .
Leadership Definition
There are about 35,000 definitions of leadership in the literature (Pye, 2005 cited in Western, 2007) .
The process of influencing other to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives (Schermerhorn, J. R. et al., 2008).
an influencing relationship among leaders and their followers who need real changes and outcomes that reflect their shared purpose within an environment. (Daft, 2011)
In the field of leadership study, there is no leadership theory can rightfully claim comprehensive treatment of the entire domain of leadership phenomena (Jago, 1982).
Topics:

Leadership Theories Group
Leadership Theories Group
Several scholars have presented different key Thirdly, the contingency school highlights that the streams of leadership theories. appropriate style of leader is depended on the (Day & Antonakin, 2012; Heifetz, 1994). requirements of the specific situation (e.g. Fiedler, 1967, 1971; Kerr & Jermier, 1978). Firstly, the characteristics of leader as referred to a great man are concerned in the trait school The fourth stream is the relational school which during the 20th century (e.g. Mann, 1959; focuses more on the relationship between Stogdill, 1948; Bass, 1990). leaders and followers (e.g. Dansereau, Graen & Haga, 1975; Graen & UhlThe second school is the behavioral school which Bien, 1995). behavioral styles of leaders are focused (e.g. Lewin & Lippitt, 1938; Stogdill & Coons, 1957; The recent stream of leadership theories is the new Katz, Maccoby, Gurin & Floor, 1951). leadership school
Topics:

Trait School of Leadership
The scientific study of leadership has begun to take place. The influence came from the work of Galton (1869), who has identified characteristics,
Contingency School of Leadership

This school of leadership study seeks to involve characteristics and behaviors leader and situational factors in relating to achievements and outcomes. Fiedler is the one of major movers in this school through his works in 1967 and 1971. The model developed by Fiedler allows leaders to diagnose both leadership style and organizational situation called Fiedlers contingency model.
qualities of individuals who would later be leaders or the great man in the future (Zaccaro, S. J., 2007). Mann (1959) and Stogdill (1948) identified personal traits Behavioral School of Leadership
The extension of trait approach failed to satisfy many scholars in the field. Scholars tended to pay more attention on leaders behaviors rather than traits of leader in which can be accessible (Daft, 1999) There are case studies of Ohio State University and University of Michigan
The New Leadership School

Based on the works of Burn, 1978 and House, 1977, Bass has developed the framework that focuses on both transformational and transactional leadership
Topics:

Bernard Bass (1985) suggests eight dimensions to measure both transformational leadership and transactional leadership. Transformational leader can be measured by four dimensions including facilitator role, mentor role, innovator role and broker role.
Transactional leader can be measured by four dimensions namely monitor role, coordinator role, producer role and director role (Schermerhorn et al., 2008, p.258)
Topics:
The concepts and meaning of LO

Learning Organization
Organizational scholars have paid attention on conceptualization of the learningorganization by defining, identifying and describing it such as Senge, 1990; Nonaka & Takeuchi, 1995; Marquardt & Reynold, 1994; Garvin, 1993).
Learning Organization
It is in line with Garvin (1993) who also defined it asorganizational skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. In Thailand, Panich (2002) also gives a definition of learning organization that the concept of organizational development that emphasizes the leadership and team learning enabling knowledge transfer and learning organization is a dynamic process that allows organization to obtain effectiveness. In this study, learning organization is referred to the ability of a workforce in an organization to learn faster than those in other organizations constitute the only sustainable competitive advantage.
First Senge (2006) defined as a learning organization as where people continually expand their capacity to create the results they truly desire and where people are continually learning how to learn together.
Similarly to Guthrie (1996) who defined it as an organization where through learning individuals are continually re-perceiving and reinterpreting their world and their relationship to it.
Topics:
The concept and meaning of OC
Organizational Climate Organizational Climate Ekvall (1996) defined climate as an Similar to Forehand & Gilmer (1964) organization attribution, feelings and defined as a set of characteristics that behaviors which characterizes life in the describe the organization and distinguish it organization. from other organizations Schneider, Brief & Guzzo (1996) defined as a mutually agreed internal environmental description of an organizations practices and procedures. Rodrigues & Gowda (2011) identified organizational climate components that a mixture of norms, values, expectations, policies and procedures.
Employee Involvement Climate

Refers to the degree to which individual at all level are truly engaged in and are positioned to help the business succeed. Based on Dension, 1996, it comprises of three components; Empowerment Team orientation Capability Development
Topics:
Relevant Literature and Measures

ORGANIZATIONAL EFFECTIVENESS MEASURES Barnards work (1938) who focuses on the accomplishment of a single objective Price (1972) who extends to measure multiple goals Campbell (1977) offers 30 measures of organizational effectiveness including overall effectiveness, productivity, efficiency, profit, quality, accidents, growth, absenteeism, turnover, job satisfaction etc. Cameron (1978) added many criteria for measuring effectiveness in school including organization criteria namely goals, outputs, resource acquisition and internal processes
ORGANIZATIONAL EFFECTIVENESS MEASURES The first model consists of four components including production or output, commitment, leadership and interpersonal conflict (Bhargava & Sinha, 1992). The second model offers eleven key processes that contribute to organizational effectiveness namely organizational survival, maximization of return, self-regulation, and internal-external boundary The competing Value permeability, sensitivity, flexibility, adaptability Framework and efficiency, etc. & Mendoza, (Quinn & (Ridley Rohrbaugh 1983) 1993). The third model focuses the six indicators of 2. flexibility organizational effectiveness including management 3. means and ends structure, political experience, organizational impact, board of directors involvement etc.
1. organizational focus
The last model, The criteria are grouped into three basic dimensions
Topics:

LEADERSHIP MEASURES
There are commonly used measures for explaining leadership including the Leader Behavior Description Questionnaire (LBDQ), the Supervisory Behavior Description (SBD), the Least-preferred coworker scale (LPC), the Multifactor Leadership Questionnaire (MLQ), and the Global Transformational Leadership (GTL). The LPC scale is developed by Fiedlers work to measure a persons leadership Style. Participants are asked to rate the series of bipolar adjective scales.
LEADERSHIP MEASURES
MLQ scale is one of the accepted instruments that have been commonly used by previous studies for assessing of nonprofit leadership. The scale is used to measure a wide range of leadership types based on a full range assessment of these leadership factors
LPC Questions
Friendly-Unfriendly Cooperative-Uncooperative Efficient-Inefficient

High score close interpersonal Low task orientated
Topics:

LEADERSHIP MEASURES Bass & Avolio (1990)suggest there are some
characteristics Characteristics of transformational leader are: Idealized influence characteristic 10 items Inspiration motivation 10 items Intellectual stimulation 10 items Individualized consideration 10 items
Idealized influence behavior that provides vision and sense of mission, instills pride, gains respect and trust Inspiration motivation behavior that communicates high expectations, uses symbols to focus efforts and expresses important purposes in simple ways. Intellectual stimulation leaders behavior that promotes intelligence, rationality, and careful problem solving. Individualized consideration behavior that gives personal attention, treats each employee individually and coaches as well as advises.
Characteristics of transactional leader are: Contingent reward 9 items Management by exception (active) 7 items Management by exception (passive) 7 items
Laissez-faire 8 items
Topics:
Contingent reward behavior that can contract exchange of rewards for effort, promise rewards for good performance and recognize accomplishments. Management by exception (active) behavior that watches and searches for deviations from rules and standards, and takes corrective actions. Management by exception (passive) behavior that intervenes only if standards are not met. Laissez-faire behavior that abdicates responsibilities and avoids making decisions.
Topics:

LEARNING ORGANIZATION MEASURES Peter Senge (1990) identifies a set of principles of learning organization including team learning, shared vision, mental model, Personal mastery and system thinking.
LEARNING ORGANIZATION MEASURES Strategic perspective suggests five core strategic building blocks including clarity and support for mission and vision, shared leadership and involvement, a culture that encourages experimentation, ability to transfer knowledge across organization and teamwork and cooperation In integrative model, Seven dimensions of a learning organization are identified including continuous learning, inquiry and dialogue, team learning, empowerment, embedded system, system connection and strategic leadership.
Learning approach identifies eleven areas including strategy, participative policy making, informating, formative accounting and control, internal exchange, reward flexibility, enabling structures (Pedler, Burgoyne & Boydell , 1991).
Dimensions of Learning Organization Questionnaire (DLOQ)
Topics:

ORGANIZATIONAL CLIMATE MEASURES
Topics:

ORGANIZATIONAL CLIMATE MEASURES
Involvement employees commitment, sense of ownership, team orientation and empowerment. Consistency the existence of organizational systems and processes that promote alignment and efficiency Adaptability capacity of organization to change in response to external conditions Mission the extent to which an organization is clear on knowing why it exists and where it is headed
Topics:
Theoretical Framework and Hypotheses

Summary
Topics:

Summary
Topics:

Summary
The Moderating Effects Smith-Crowe et al., (2003) Hofmann and his colleagues (2003) Wei & Morgan (2004).
Organizational involvement climate as a moderator shows that the relationships between selected variables and a dependent variable become stronger when organizational climate is more supportive or positive
Topics:

Conceptual Framework
Topics:

Topics:
Topics:

Hypotheses
Topics:
Chapter 3: Research Method

Research methods chapter
is the next step that intends to provide the information about the procedures used for accomplishing this dissertation. This chapter begins with a description of research process ranging from. research design, unit of analysis, detailed information about quantitative methods including population, sample size, sampling method, operational definition, measurement, data collection procedure and instrument and data analysis utilized throughout this study.
Research design
Chapter 1 Chapter 2 Chapter 3 Research Design Unit of Analysis Population and Sample Operational Definition Reliability and Validity Data Collection Data Analysis Ethical Considerations
serves as the architectural blueprint of a research project. It links design, data collection, and analysis activities to the research questions (Bickman & Rog, 2009).
This study a quantitative research in design which relies on the collection and analysis of data collected through questionnaires.
To explore both direct and indirect relationships between transformational leadership scores, learning organization culture, organizational climate and organizational effectiveness. the MLQ, the DLOQ, the DOCQ and the CVF Bivariate and Multivariate statistical techniques
Topics:
Unit of Analysis
The unit of analysis
refers to the most basic element of research project that includes the major subjects of the study. The unit of analysis can be identified as individual level, group level and organizational level.
Population
The study aims to investigate the relationships between transformational leadership behaviors, learning organization culture, organizational climate and organizational effectiveness in PTT Group based on employee perspective
The primary aim of the study is to shed light on whether transformational leadership behavior, learning organization culture and organizational climate have an effect on organizational effectiveness based on employee perspective in PTT Group . Therefore, the level of the analysis is an individual level.
Thus, the target population of the study will comprise of 4,228 PTTs employees ranging from normal employees and secondmental employees within 49 PTTs affiliated companies
Which are divided into 4 main sectors; Natural gas Oil Petrochemical business Other related business
Topics:
Population and Sample

Sample Size
Full-time staff including normal and secondment staff are the selected population Yamane formula suggests 366 participants plus 10 percent of sampling error, thus the total of 403 respondents
Sample size according to each PTT sector
Sampling Methods
Proportionate Method Stratified Random Sampling
Refers to the sample selected is in proportion to the size of each stratum in the population
Topics:
Operational Definition
The operational definitions of all selected variables are presented in table 3.1. Organizational effectiveness is treated as the dependent variable, While the independent variables are transformational leadership behaviors, learning organizational culture and employee involvement climate is a moderator
Topics:
Operational Definition of Dependent variable
Topics:
Operational Definition of Dependent variable
Topics:
Operational Definition of Independent variable
Topics:
Topics:
Topics:
Topics:
Topics:
Reliability and Validity

The tools
used in this study are well developed by scholars. The Multifactor Leadership Questionnaire (MLQ; Bass & Avolio, 1990), The Dimensions of the Learning Organization Questionnaire (DLOQ; Watkins & Marsick, 1993), The Dimensions of Organizational Culture/Climate Survey (DOCS; Denison et al., 1996), The competing values framework (CVF; Quinn & Rohrbaugh , 1983; Kalliath et al., 1999) All parts will be measured by 7-point Likert scales (1 equal to strongly disagree, 7 equal to strongly agree). Permission from the authors of these instruments may be required
Pretest
the pretest will assist researcher to obtain a reliable questionnaire by informing researcher as to what need to be changed in the elements of questionnaire (Gray, 2009). In conducting pretest, 30 samples will be selected to test the reliability. All the scale questions will be tested by using Cronbach alpha, a well developed statistical test for measuring reliability of the scale.
Topics:
Reliability and Validity

Validity and Reliability According to Pallant (2007), the validity of scale refers to the degree to which it measures what it is supposed to measure while reliability of scale indicates how free it is from random error that will yield consistent results. For the reliability test, Nunnally (1978 cited in Pallant, 2007) suggests a test of Cronbach alpha which should have a minimum level of 0.7 values.
Validity and Reliability
For the validity tests, Content validity the degree to which a measure or scale represents all facets of a given domain of content. Construct validity the measurement of abstract concepts and traits whether they have a consistent manner among multiple indicators.
Topics:
Data Collection and Data Analysis

Data Collection Method and Instrument
The data used in this study will be collected based on Cross-Sectional approach which will take place during February-May 2014. In collecting data process, this study will involve three steps. Firstly, the research will be sent to the committee for approval and the official letters from both the school and the PTT Public Company Limited will be requested. Secondly, the list of potential respondents will be made. Finally, all questionnaires will be distributed to selected PTTs affiliated companies and the monitoring procedures will be set.
Data Analysis
Statistical Package for Social Science (SPSS) program will be used to analyze both descriptive and inferential statistics. In terms of descriptive statistics, the study will describe either the characteristics of a sample or the relationship among variables in a sample (Babbie, 2010). It includes frequency, percentage, mean and standard deviation of a sample. To address the hypotheses of the study, correlation coefficients and Multiple Regressions will be utilized to test the relationship between two variables and to determine the predictor for organizational effectiveness regarding the independent variables.
Topics:
Data analysis
Data Analysis (Contd)
Another issue concerned in the data analysis part is about the statistical assumptions including missing data, outliers, normality, homoscedasticity, linearity, multicollinearity and independence of observation.
The violation of these assumptions cannot lead the study to generate valid conclusions.
Topics:
Ethical Considerations
First
Consent letter will be made and sent to respondents or their superior before interviewing period
Second
The purposes of the study will be clearly informed to each respondents and written in the first part of all questionnaires The voluntary of considered respondents will also be
In collecting data
The certain types of information such as material status, income or even age and the like will be regarded as confidential and sensitive, then they will be carefully used to avoid the matter of invasion of privacy Incentive will be provided to respondents who are willing to share information as they are giving their time
Issue related to researcher

Bias on the part of research will be regarded as an unethical practice: Selecting a highly biased sample Using an inappropriate instrument Drawing wrong conclusion Potential use of the information will be Informed to avoid adverse effect
Tentative Schedule
Thank you and comments
Topics:


Graduate School of Public Administration (GSPA) National Institute of Public Administration (NIDA)

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Graduate School of Public Administration (GSPA) National Institute of Public Administration (NIDA)

Transféré par

Droits d'auteur :

Formats disponibles

Graduate School of Public Administration(GSPA) National Institute of Public Administration(NIDA)

9900: Dissertation Seminar

Thai Public Organization

The State Enterprises Policy Office (SEPO)

It becomes important instrument in economic development.

Example, Thongwang (2010)

Research Questions & Significance of the study

Significance of the study

The scope and limitation

organization, employee involvement climate and organizational effectiveness

Structure of Dissertation Proposal

This section will be discussed as follows:

The concept and meaning of OE

Georgopoulos & Tannenbaum (1957) defines

The concept and meaning of LT

The concept and meaning of LT

Leadership Theories Group

The concept and meaning of LT

Contingency School of Leadership

The New Leadership School

The concept and meaning of LT

The concepts and meaning of LO

The concept and meaning of OC

Employee Involvement Climate

Relevant Literature and Measures

Relevant Literature and Measures

Friendly-Unfriendly Cooperative-Uncooperative Efficient-Inefficient

Relevant Literature and Measures

Relevant Literature and Measures

Relevant Literature and Measures

Dimensions of Learning Organization Questionnaire (DLOQ)

Relevant Literature and Measures

Relevant Literature and Measures

Theoretical Framework and Hypotheses

Theoretical Framework and Hypotheses

Theoretical Framework and Hypotheses

Theoretical Framework and Hypotheses

Theoretical Framework and Hypotheses

Theoretical Framework and Hypotheses

Theoretical Framework and Hypotheses

Chapter 3: Research Method

Population and Sample

Sample size according to each PTT sector

Reliability and Validity

Reliability and Validity

Validity and Reliability

Data Collection and Data Analysis

Issue related to researcher

Thank you and comments

Theoretical Framework and Hypotheses

Vous aimerez peut-être aussi