Student Leadership Summit, 10th Anniversary Time Capsule Burial Ceremony, February 2, 2013

From left to right: Laura Farinas, SGA President, MMC Campus Sabrena O'Keefe, Assistant Director for the Center for Leadership and Service Pablo Haspel, BBC SGA President, BBC Campus Vice Provost Steven Moll The Annual FIU Student Leadership Summit is held each February on the Biscayne Bay Campus. The Summit is a one-day conference for current student leaders. The Summit offers our students the opportunity to learn from the vast expertise of our faculty and administrators, to share their leadership experiences with each other and to establish a network of support and cooperation within the university. On Feb. 2, 2013, we celebrated the 10th anniversary of holding the Student Leadership Summit. In honor of this occasion, we buried a time capsule containing materials from the day as well as messages from participants to the participants of 2023 when the time capsule is to be opened.

Buried Time Capsule and Plaque

The buried time capsule and plaque. The Annual FIU Student Leadership Summit is held each February on the Biscayne Bay Campus. The Summit is a one-day conference for current student leaders. The Summit offers our students the opportunity to learn from the vast expertise of our faculty and administrators, to share their leadership experiences with each other and to establish a network of support and cooperation within the university. On Feb. 2, 2013, we celebrated the 10th anniversary of holding the Student Leadership Summit. In honor of this occasion, we buried a time capsule containing materials from the day as well as messages from participants to the participants of 2023 when the time capsule is to be opened.

A study of the relationship between employee virtuality and technology deviance as mediated by leadership and employee perceptions

Recent studies found that organizations have been investing significant capital in developing teams and employees in geographic areas where labor and resources are considerably cheaper. Furthermore, organizations are moving core operational activities such as research and development and back-office processes to globally distributed teams. ^ However, several factors that are inherent to these virtual teams can have a negative impact on employee perceptions and engagement; specifically, the physical and temporal differences between employees and their supervisors, the lack of meaningful social interaction intrinsic to working relationships, and cultural biases that can be fostered when close, daily interactions is not there to help bridge the dissimilarity. ^ When strategies are not in place to mitigate these deficiencies, it can cause virtual employees to disengage emotionally and intellectually from the organization, or lead them to feel justified in working against the best interest of the company. ^ Past research indicates that although deviant behavior in the workplace is not new, transgressions committed by employees have been increasing significantly every year. Beyond the focus of why employees are motivated to act against the organization, to what extent do the recent changes to the organization’s structure influence this type of behavior through their actions at the macro (organizational) and micro level (leadership). ^ In addition, there is a related phenomenon that has aided the transformation of the workplace—namely, the ubiquity of technology. In the context of workplace deviance, established research has documented an increasing trend of employees utilizing company technology as a medium and amplifier when harming the organization. It is important to understand whether technology has facilitated or hindered workplace deviance by virtue of the technology itself (as a means), and as part of the new employee roles created by the evolving technology (i.e., virtual employees). Therefore, it is important to identify how individual attitudes and behaviors can be affected by an employee’s degree of virtuality. ^ This study will add to the understanding of how social interaction and physical proximity, leadership and other perception factors contribute to the changes organizations are experiencing as their structure evolves and adapts to compete in the new global environment. ^

Political strategy, leadership, and policy entrepreneurship in Japanese defense policy and politics: A comparison of three prime ministerships

Since the end of the Cold War, Japan's defense policy and politics has gone through significant changes. Throughout the post cold war period, US-Japan alliance managers, politicians with differing visions and preferences, scholars, think tanks, and the actions of foreign governments have all played significant roles in influencing these changes. Along with these actors, the Japanese prime minister has played an important, if sometimes subtle, role in the realm of defense policy and politics. Japanese prime ministers, though significantly weaker than many heads of state, nevertheless play an important role in policy by empowering different actors (bureaucratic actors, independent commissions, or civil actors), through personal diplomacy, through agenda-setting, and through symbolic acts of state. The power of the prime minister to influence policy processes, however, has frequently varied by prime minister. My dissertation investigates how different political strategies and entrepreneurial insights by the prime minister have influenced defense policy and politics since the end of the Cold War. In addition, it seeks to explain how the quality of political strategy and entrepreneurial insight employed by different prime ministers was important in the success of different approaches to defense. My dissertation employs a comparative case study approach to examine how different prime ministerial strategies have mattered in the realm of Japanese defense policy and politics. Three prime ministers have been chosen: Prime Minister Hashimoto Ryutaro (1996-1998); Prime Minister Koizumi Junichiro (2001-2006); and Prime Minister Hatoyama Yukio (2009-2010). These prime ministers have been chosen to provide maximum contrast on issues of policy preference, cabinet management, choice of partners, and overall strategy. As my dissertation finds, the quality of political strategy has been an important aspect of Japan's defense transformation. Successful strategies have frequently used the knowledge and accumulated personal networks of bureaucrats, supplemented bureaucratic initiatives with top-down personal diplomacy, and used a revitalized US-Japan strategic relationship as a political resource for a stronger prime ministership. Though alternative approaches, such as those that have looked to displace the influence of bureaucrats and the US in defense policy, have been less successful, this dissertation also finds theoretical evidence that alternatives may exist.

A Study of the Relationship between Employee Virtuality and Technology Deviance as Mediated by Leadership and Employee Perceptions

Recent studies found that organizations have been investing significant capital in developing teams and employees in geographic areas where labor and resources are considerably cheaper. Furthermore, organizations are moving core operational activities such as research and development and back-office processes to globally distributed teams. However, several factors that are inherent to these virtual teams can have a negative impact on employee perceptions and engagement; specifically, the physical and temporal differences between employees and their supervisors, the lack of meaningful social interaction intrinsic to working relationships, and cultural biases that can be fostered when close, daily interactions is not there to help bridge the dissimilarity. When strategies are not in place to mitigate these deficiencies, it can cause virtual employees to disengage emotionally and intellectually from the organization, or lead them to feel justified in working against the best interest of the company. Past research indicates that although deviant behavior in the workplace is not new, transgressions committed by employees have been increasing significantly every year. Beyond the focus of why employees are motivated to act against the organization, to what extent do the recent changes to the organization’s structure influence this type of behavior through their actions at the macro (organizational) and micro level (leadership). In addition, there is a related phenomenon that has aided the transformation of the workplace – namely, the ubiquity of technology. In the context of workplace deviance, established research has documented an increasing trend of employees utilizing company technology as a medium and amplifier when harming the organization. It is important to understand whether technology has facilitated or hindered workplace deviance by virtue of the technology itself (as a means), and as part of the new employee roles created by the evolving technology (i.e, virtual employees). Therefore, it is important to identify how individual attitudes and behaviors can be affected by an employee’s degree of virtuality. This study will add to the understanding of how social interaction and physical proximity, leadership and other perception factors contribute to the changes organizations are experiencing as their structure evolves and adapts to compete in the new global environment.

Political Strategy, Leadership, and Policy Entrepreneurship in Japanese Defense Policy and Politics: A Comparison of Three Prime Ministerships

Since the end of the Cold War, Japan’s defense policy and politics has gone through significant changes. Throughout the post cold war period, US-Japan alliance managers, politicians with differing visions and preferences, scholars, think tanks, and the actions of foreign governments have all played significant roles in influencing these changes. Along with these actors, the Japanese prime minister has played an important, if sometimes subtle, role in the realm of defense policy and politics. Japanese prime ministers, though significantly weaker than many heads of state, nevertheless play an important role in policy by empowering different actors (bureaucratic actors, independent commissions, or civil actors), through personal diplomacy, through agenda-setting, and through symbolic acts of state. The power of the prime minister to influence policy processes, however, has frequently varied by prime minister. My dissertation investigates how different political strategies and entrepreneurial insights by the prime minister have influenced defense policy and politics since the end of the Cold War. In addition, it seeks to explain how the quality of political strategy and entrepreneurial insight employed by different prime ministers was important in the success of different approaches to defense. My dissertation employs a comparative case study approach to examine how different prime ministerial strategies have mattered in the realm of Japanese defense policy and politics. Three prime ministers have been chosen: Prime Minister Hashimoto Ryutaro (1996-1998); Prime Minister Koizumi Junichiro (2001-2006); and Prime Minister Hatoyama Yukio (2009-2010). These prime ministers have been chosen to provide maximum contrast on issues of policy preference, cabinet management, choice of partners, and overall strategy. As my dissertation finds, the quality of political strategy has been an important aspect of Japan’s defense transformation. Successful strategies have frequently used the knowledge and accumulated personal networks of bureaucrats, supplemented bureaucratic initiatives with top-down personal diplomacy, and used a revitalized US-Japan strategic relationship as a political resource for a stronger prime ministership. Though alternative approaches, such as those that have looked to displace the influence of bureaucrats and the US in defense policy, have been less successful, this dissertation also finds theoretical evidence that alternatives may exist.

Students at the Time Capsule Burial

Students gathering and the burial site of the time capsule. Time capsule table at the Student Leadership Summit 10th Anniversary. The Annual FIU Student Leadership Summit is held each February on the Biscayne Bay Campus. The Summit is a one-day conference for current student leaders. The Summit offers our students the opportunity to learn from the vast expertise of our faculty and administrators, to share their leadership experiences with each other and to establish a network of support and cooperation within the university. On Feb. 2, 2013, we celebrated the 10th anniversary of holding the Student Leadership Summit. In honor of this occasion, we buried a time capsule containing materials from the day as well as messages from participants to the participants of 2023 when the time capsule is to be opened.

Sabrena O'Keefe Speaking with Time Capsule Plaque

Sabrena O'Keefe giving speech while holding the time capsule plaque. Also pictured: Pablo Haspel, BBC SGA President, BBC Campus Laura Farinas, SGA President, MMC Campus The Annual FIU Student Leadership Summit is held each February on the Biscayne Bay Campus. The Summit is a one-day conference for current student leaders. The Summit offers our students the opportunity to learn from the vast expertise of our faculty and administrators, to share their leadership experiences with each other and to establish a network of support and cooperation within the university. On Feb. 2, 2013, we celebrated the 10th anniversary of holding the Student Leadership Summit. In honor of this occasion, we buried a time capsule containing materials from the day as well as messages from participants to the participants of 2023 when the time capsule is to be opened.

Time Capsule in the Ground

Closed time capsule in the ground. The Annual FIU Student Leadership Summit is held each February on the Biscayne Bay Campus. The Summit is a one-day conference for current student leaders. The Summit offers our students the opportunity to learn from the vast expertise of our faculty and administrators, to share their leadership experiences with each other and to establish a network of support and cooperation within the university. On Feb. 2, 2013, we celebrated the 10th anniversary of holding the Student Leadership Summit. In honor of this occasion, we buried a time capsule containing materials from the day as well as messages from participants to the participants of 2023 when the time capsule is to be opened.

Time Capsule Plaque

Time capsule burial plaque before placed on burial site. The Annual FIU Student Leadership Summit is held each February on the Biscayne Bay Campus. The Summit is a one-day conference for current student leaders. The Summit offers our students the opportunity to learn from the vast expertise of our faculty and administrators, to share their leadership experiences with each other and to establish a network of support and cooperation within the university. On Feb. 2, 2013, we celebrated the 10th anniversary of holding the Student Leadership Summit. In honor of this occasion, we buried a time capsule containing materials from the day as well as messages from participants to the participants of 2023 when the time capsule is to be opened.

Buried Time Capsule

Buried time capsule at Biscayne Bay Campus. The Annual FIU Student Leadership Summit is held each February on the Biscayne Bay Campus. The Summit is a one-day conference for current student leaders. The Summit offers our students the opportunity to learn from the vast expertise of our faculty and administrators, to share their leadership experiences with each other and to establish a network of support and cooperation within the university. On Feb. 2, 2013, we celebrated the 10th anniversary of holding the Student Leadership Summit. In honor of this occasion, we buried a time capsule containing materials from the day as well as messages from participants to the participants of 2023 when the time capsule is to be opened.

Sealed Time Capsule

Sealed time capsule before burial. The Annual FIU Student Leadership Summit is held each February on the Biscayne Bay Campus. The Summit is a one-day conference for current student leaders. The Summit offers our students the opportunity to learn from the vast expertise of our faculty and administrators, to share their leadership experiences with each other and to establish a network of support and cooperation within the university. On Feb. 2, 2013, we celebrated the 10th anniversary of holding the Student Leadership Summit. In honor of this occasion, we buried a time capsule containing materials from the day as well as messages from participants to the participants of 2023 when the time capsule is to be opened.

Sabrena O'Keefe Speaking with Time Capsule Plaque

Sabrena O'Keefe giving speech while holding the time capsule plaque. Also pictured: Pablo Haspel, BBC SGA President, BBC Campus Laura Farinas, SGA President, MMC Campus The Annual FIU Student Leadership Summit is held each February on the Biscayne Bay Campus. The Summit is a one-day conference for current student leaders. The Summit offers our students the opportunity to learn from the vast expertise of our faculty and administrators, to share their leadership experiences with each other and to establish a network of support and cooperation within the university. On Feb. 2, 2013, we celebrated the 10th anniversary of holding the Student Leadership Summit. In honor of this occasion, we buried a time capsule containing materials from the day as well as messages from participants to the participants of 2023 when the time capsule is to be opened.

Buried Time Capsule

Buried time capsule with plaque and Biscayne Bay Campus. The Annual FIU Student Leadership Summit is held each February on the Biscayne Bay Campus. The Summit is a one-day conference for current student leaders. The Summit offers our students the opportunity to learn from the vast expertise of our faculty and administrators, to share their leadership experiences with each other and to establish a network of support and cooperation within the university. On Feb. 2, 2013, we celebrated the 10th anniversary of holding the Student Leadership Summit. In honor of this occasion, we buried a time capsule containing materials from the day as well as messages from participants to the participants of 2023 when the time capsule is to be opened.