<?xml version="1.0" encoding="UTF-8"?>
<rdf:RDF xmlns:rdf="http://www.w3.org/1999/02/22-rdf-syntax-ns#"><channel rdf:about="http://onlinelibrary.wiley.com/rss/journal/10.1002/(ISSN)1930-8272" xmlns="http://purl.org/rss/1.0/"><title>Performance Improvement</title><description> Wiley Online Library : Performance Improvement</description><link>http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2F%28ISSN%291930-8272</link><dc:publisher xmlns:dc="http://purl.org/dc/elements/1.1/">John Wiley &amp; Sons, Inc</dc:publisher><dc:language xmlns:dc="http://purl.org/dc/elements/1.1/">en</dc:language><dc:rights xmlns:dc="http://purl.org/dc/elements/1.1/">Copyright © 2013 International Society for Performance Improvement</dc:rights><prism:issn xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">1090-8811</prism:issn><prism:eIssn xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">1930-8272</prism:eIssn><dc:date xmlns:dc="http://purl.org/dc/elements/1.1/">2013-05-01T00:00:00-05:00</dc:date><prism:coverDisplayDate xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">May/June 2013</prism:coverDisplayDate><prism:volume xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">52</prism:volume><prism:number xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">5</prism:number><prism:startingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">2</prism:startingPage><prism:endingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">47</prism:endingPage><image rdf:resource="http://onlinelibrary.wiley.com/store/10.1002/pfi.v52.5/asset/cover.gif?v=1&amp;s=4f58699767ca9c994b575697d947d0d99f6d1ff2"/><items><rdf:Seq><rdf:li rdf:resource="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21344"/><rdf:li rdf:resource="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21345"/><rdf:li rdf:resource="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21347"/><rdf:li rdf:resource="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21346"/><rdf:li rdf:resource="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21348"/><rdf:li rdf:resource="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21349"/></rdf:Seq></items></channel><item rdf:about="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21344" xmlns="http://purl.org/rss/1.0/"><title>Gateway to Opportunities</title><link>http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21344</link><dc:title xmlns:dc="http://purl.org/dc/elements/1.1/">Gateway to Opportunities</dc:title><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Darlene M. Van Tiem, James L. Moseley</dc:creator><dc:date xmlns:dc="http://purl.org/dc/elements/1.1/">2013-05-20T13:27:38.797884-05:00</dc:date><dc:identifier xmlns:dc="http://purl.org/dc/elements/1.1/">doi:10.1002/pfi.21344</dc:identifier><dc:rights xmlns:dc="http://purl.org/dc/elements/1.1/"/><dc:publisher xmlns:dc="http://purl.org/dc/elements/1.1/">John Wiley &amp; Sons, Inc.</dc:publisher><prism:doi xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">10.1002/pfi.21344</prism:doi><prism:url xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21344</prism:url><prism:section xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">Editors' Notes</prism:section><prism:startingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">2</prism:startingPage><prism:endingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">2</prism:endingPage><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[]]></content:encoded><description/></item><item rdf:about="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21345" xmlns="http://purl.org/rss/1.0/"><title>Turning Social Capital Into Social Performance: Three Case Studies and a New Framework for Value Creation</title><link>http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21345</link><dc:title xmlns:dc="http://purl.org/dc/elements/1.1/">Turning Social Capital Into Social Performance: Three Case Studies and a New Framework for Value Creation</dc:title><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Mariano L. Bernardez, Roger Kaufman</dc:creator><dc:date xmlns:dc="http://purl.org/dc/elements/1.1/">2013-05-20T13:31:22.424324-05:00</dc:date><dc:identifier xmlns:dc="http://purl.org/dc/elements/1.1/">doi:10.1002/pfi.21345</dc:identifier><dc:rights xmlns:dc="http://purl.org/dc/elements/1.1/"/><dc:publisher xmlns:dc="http://purl.org/dc/elements/1.1/">John Wiley &amp; Sons, Inc.</dc:publisher><prism:doi xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">10.1002/pfi.21345</prism:doi><prism:url xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21345</prism:url><prism:section xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">Feature Article</prism:section><prism:startingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">5</prism:startingPage><prism:endingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">18</prism:endingPage><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[
<h3 xhtml="http://www.w3.org/1999/xhtml" xmlns:ol="http://www.wiley.com/namespaces/ol/xsl-lib">Abstract</h3>
<div class="para" xmlns="http://www.w3.org/1999/xhtml"><p>Sociologists, political scientists, and economists have described different dimensions and functions of social capital from their disciplinary perspectives, emphasizing the value and impact of social relationships, governance institutions, or efficient and reliable economic transactions, respectively. In this article, we propose to integrate all three perspectives and the research accumulated in those fields in a common, practical framework for effectively using social capital assets in producing value-adding social and organizational performance.</p></div>
]]></content:encoded><description>

Sociologists, political scientists, and economists have described different dimensions and functions of social capital from their disciplinary perspectives, emphasizing the value and impact of social relationships, governance institutions, or efficient and reliable economic transactions, respectively. In this article, we propose to integrate all three perspectives and the research accumulated in those fields in a common, practical framework for effectively using social capital assets in producing value-adding social and organizational performance.
</description></item><item rdf:about="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21347" xmlns="http://purl.org/rss/1.0/"><title>Using the Cloud to Accelerate Transformation and Influence Change</title><link>http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21347</link><dc:title xmlns:dc="http://purl.org/dc/elements/1.1/">Using the Cloud to Accelerate Transformation and Influence Change</dc:title><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Jim Hill</dc:creator><dc:date xmlns:dc="http://purl.org/dc/elements/1.1/">2013-05-20T13:34:13.106516-05:00</dc:date><dc:identifier xmlns:dc="http://purl.org/dc/elements/1.1/">doi:10.1002/pfi.21347</dc:identifier><dc:rights xmlns:dc="http://purl.org/dc/elements/1.1/"/><dc:publisher xmlns:dc="http://purl.org/dc/elements/1.1/">John Wiley &amp; Sons, Inc.</dc:publisher><prism:doi xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">10.1002/pfi.21347</prism:doi><prism:url xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21347</prism:url><prism:section xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">Feature Article</prism:section><prism:startingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">19</prism:startingPage><prism:endingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">27</prism:endingPage><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[
<h3 xhtml="http://www.w3.org/1999/xhtml" xmlns:ol="http://www.wiley.com/namespaces/ol/xsl-lib">Abstract</h3>
<div class="para" xmlns="http://www.w3.org/1999/xhtml"><p>To improve organizational performance, influence change, and accelerate transformation, executives and their teams need timely, accurate, and unbiased information. Good information, delivered at incredible speed, provides the ability to make better and faster decisions relative to the competition. Continuous performance improvement, powered by cloud technologies, helps organizations move from static lists to informed decision making and accelerated results. Cloud computing is based on the processing and storage of data and information external to the organization.</p></div>
]]></content:encoded><description>

To improve organizational performance, influence change, and accelerate transformation, executives and their teams need timely, accurate, and unbiased information. Good information, delivered at incredible speed, provides the ability to make better and faster decisions relative to the competition. Continuous performance improvement, powered by cloud technologies, helps organizations move from static lists to informed decision making and accelerated results. Cloud computing is based on the processing and storage of data and information external to the organization.
</description></item><item rdf:about="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21346" xmlns="http://purl.org/rss/1.0/"><title>Training to Improve New Product Sales Performance: The Case of Samsung in China</title><link>http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21346</link><dc:title xmlns:dc="http://purl.org/dc/elements/1.1/">Training to Improve New Product Sales Performance: The Case of Samsung in China</dc:title><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Frank Q. Fu, Hong Yi, Nanji Zhai</dc:creator><dc:date xmlns:dc="http://purl.org/dc/elements/1.1/">2013-05-20T13:38:18.33295-05:00</dc:date><dc:identifier xmlns:dc="http://purl.org/dc/elements/1.1/">doi:10.1002/pfi.21346</dc:identifier><dc:rights xmlns:dc="http://purl.org/dc/elements/1.1/"/><dc:publisher xmlns:dc="http://purl.org/dc/elements/1.1/">John Wiley &amp; Sons, Inc.</dc:publisher><prism:doi xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">10.1002/pfi.21346</prism:doi><prism:url xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21346</prism:url><prism:section xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">Feature Article</prism:section><prism:startingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">28</prism:startingPage><prism:endingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">35</prism:endingPage><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[
<h3 xhtml="http://www.w3.org/1999/xhtml" xmlns:ol="http://www.wiley.com/namespaces/ol/xsl-lib">Abstract</h3>
<div class="para" xmlns="http://www.w3.org/1999/xhtml"><p>The authors report a case study conducted with over 8,000 Samsung salespeople in the Chinese market. Using research-oriented, evidence-based, and systematic approaches, training professionals contributed to Samsung's business outcomes at multiple levels. The case highlights the valuable impacts of training on salespeople's behaviors and new product sales performance and provides meaningful implications for trainers as they strive to be relevant to their business partners.</p></div>
]]></content:encoded><description>

The authors report a case study conducted with over 8,000 Samsung salespeople in the Chinese market. Using research-oriented, evidence-based, and systematic approaches, training professionals contributed to Samsung's business outcomes at multiple levels. The case highlights the valuable impacts of training on salespeople's behaviors and new product sales performance and provides meaningful implications for trainers as they strive to be relevant to their business partners.
</description></item><item rdf:about="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21348" xmlns="http://purl.org/rss/1.0/"><title>Training Transfer: A Suggested Course of Action for Local Authorities to Leverage Performance</title><link>http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21348</link><dc:title xmlns:dc="http://purl.org/dc/elements/1.1/">Training Transfer: A Suggested Course of Action for Local Authorities to Leverage Performance</dc:title><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Jacques Ascher</dc:creator><dc:date xmlns:dc="http://purl.org/dc/elements/1.1/">2013-05-20T13:41:16.045599-05:00</dc:date><dc:identifier xmlns:dc="http://purl.org/dc/elements/1.1/">doi:10.1002/pfi.21348</dc:identifier><dc:rights xmlns:dc="http://purl.org/dc/elements/1.1/"/><dc:publisher xmlns:dc="http://purl.org/dc/elements/1.1/">John Wiley &amp; Sons, Inc.</dc:publisher><prism:doi xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">10.1002/pfi.21348</prism:doi><prism:url xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21348</prism:url><prism:section xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">Feature Article</prism:section><prism:startingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">36</prism:startingPage><prism:endingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">43</prism:endingPage><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[
<h3 xhtml="http://www.w3.org/1999/xhtml" xmlns:ol="http://www.wiley.com/namespaces/ol/xsl-lib">Abstract</h3>
<div class="para" xmlns="http://www.w3.org/1999/xhtml"><p>Maximization of training influence on individual performance through changes in employee knowledge, skills, and abilities is a paramount concern of organizations. However, training without implementation in a work setting cannot achieve its goals. In this article, the author maps the primary factors that influence transfer of what is learned in training to work settings and provides some evidence-based recommendations and implications for improved performance.</p></div>
]]></content:encoded><description>

Maximization of training influence on individual performance through changes in employee knowledge, skills, and abilities is a paramount concern of organizations. However, training without implementation in a work setting cannot achieve its goals. In this article, the author maps the primary factors that influence transfer of what is learned in training to work settings and provides some evidence-based recommendations and implications for improved performance.
</description></item><item rdf:about="http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21349" xmlns="http://purl.org/rss/1.0/"><title>The School Improvement Specialist Field Guide</title><link>http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21349</link><dc:title xmlns:dc="http://purl.org/dc/elements/1.1/">The School Improvement Specialist Field Guide</dc:title><dc:creator xmlns:dc="http://purl.org/dc/elements/1.1/">Kevin Wilson</dc:creator><dc:date xmlns:dc="http://purl.org/dc/elements/1.1/">2013-05-20T13:43:40.336657-05:00</dc:date><dc:identifier xmlns:dc="http://purl.org/dc/elements/1.1/">doi:10.1002/pfi.21349</dc:identifier><dc:rights xmlns:dc="http://purl.org/dc/elements/1.1/"/><dc:publisher xmlns:dc="http://purl.org/dc/elements/1.1/">John Wiley &amp; Sons, Inc.</dc:publisher><prism:doi xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">10.1002/pfi.21349</prism:doi><prism:url xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">http://onlinelibrary.wiley.com/resolve/doi?DOI=10.1002%2Fpfi.21349</prism:url><prism:section xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">Book Review</prism:section><prism:startingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">44</prism:startingPage><prism:endingPage xmlns:prism="http://prismstandard.org/namespaces/1.2/basic/">47</prism:endingPage><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[
<h3 xhtml="http://www.w3.org/1999/xhtml" xmlns:ol="http://www.wiley.com/namespaces/ol/xsl-lib">Abstract</h3>
<div class="para" xmlns="http://www.w3.org/1999/xhtml"><p>Where is your journey on the path to improvement taking you? Sometimes we need a new perspective to see the path more clearly. This book will help the reader focus on life's experiences that develop skills and promote improvement that will lead to future successes. Many resources are within reach in The School Improvement Specialist Field Guide, and the stories and experiences of others are rich in example and can help to parallel your own journey and professional improvement. The School Improvement Specialist Field Guide (2013; ISBN 978-1-4522-4089-3) is published by Corwin Press. $39.99. For a 15% discount, use code D13194 when you order a copy at <!--TODO: clickthrough URL--><a href="http://www.corwin.com/books/Book238079?siteId=corwin-press&amp;subject=C00&amp;qsupld=false&amp;q=page&amp;fs=1" title="Link to external resource: http://www.corwin.com/books/Book238079?siteId=corwin-press&amp;subject=C00&amp;qsupld=false&amp;q=page&amp;fs=1">http://www.corwin.com/books/Book238079?siteId=corwin-press&amp;subject&amp;equals;C00&amp;qsupld=false&amp;q=page&amp;fs=1</a>.</p></div>
]]></content:encoded><description>

Where is your journey on the path to improvement taking you? Sometimes we need a new perspective to see the path more clearly. This book will help the reader focus on life's experiences that develop skills and promote improvement that will lead to future successes. Many resources are within reach in The School Improvement Specialist Field Guide, and the stories and experiences of others are rich in example and can help to parallel your own journey and professional improvement. The School Improvement Specialist Field Guide (2013; ISBN 978-1-4522-4089-3) is published by Corwin Press. $39.99. For a 15% discount, use code D13194 when you order a copy at http://www.corwin.com/books/Book238079?siteId=corwin-press&amp;subject&amp;equals;C00&amp;qsupld=false&amp;q=page&amp;fs=1.
</description></item></rdf:RDF>