Anti-NASP (aa 300-400) polyclonal antibody

Anecdotes about a few early legends in school psychology are presented in the first part of this article. They are followed with information about doctoral recipients in school psychology from 1978 through 1980 with suggestions about legends in the next century. It is difficult to stereotype mid career school psychologists. They are employed in a variety of settings and, among those who hold membership in the American Psychological Association (APA), have many psychological specialties and belong to 80% of the available divisions. The third section includes expectations for an increased role for National Association of School Psychologists (NASP) with nondoctoral mental health providers, a lesser role for dissertations by practitioners, increased use of less edited electronic articles, more paraprofessionals for school psychologists, more health centers and more licensed psychologists in schools, and more accredited internships in schools.

While there are extensive interdisciplinary studies on entrepreneurship and there continue to be attempts to introduce entrepreneurship in the public sector, we still lack rigorous empirical studies about entrepreneurship. This study first defines three dimensions of managerial entrepreneurship in public and private organizations: I) product-based entrepreneurship (enhancing customer satisfaction); 2) process-based entrepreneurship (reducing the level of red tape); and 3) behavior-based entrepreneurship (promoting the propensity for risk-taking). It then examines the effects of organizational characteristics (structural, cultural and environmental factors) on the nature and level of managerial entrepreneurship. Using the data collected by the National Administrative Studies Project (NASP), a set of hypotheses ave tested empirically to enhance our understanding of managerial entrepreneurship and its association with organizational factors. This study suggests that the three sets of organizational characteristics (structure, culture, and environment) are each significant in different ways to dimensions of managerial entrepreneurship. It also indicates that organizations need to promote structural as well as cultural reform to pursue different dimensions of managerial entrepreneurship simultaneously.