Purpose: This paper aims to provide an overview of the history, the present and the future or the learning organization as a concept and a practical approach, from the perspective of Professor John Burgoyne. Design/methodology/approach: This conversation piece follows the development of the concept from its early days into the current debates and…

Through the creation and analysis of Small Group Learning Communities (SGLC) at a predominantly White university in the U.S. South, this study investigated how SGLCs operationalize intersectional Black feminist praxis via dialogue, liberation, and ethic of caring. The racialized and gendered organizational dynamics that govern institutions of…

Purpose: This paper aims to demonstrate how the Nordic model, featuring highly regulated trade union-employer collaboration, has enabled the building of learning organizations through a co-generative learning model involving both practitioners and action researchers. Design/methodology/approach: A literature search on the Nordic sociotechnical…

This descriptive study examined the dynamics of partnership over time between a training school and a college of education. Its purpose was to provide a deeper understanding of the dynamics of collaboration within the context of the partnership between the school and the college. The dynamics of the changes occurring in this collaboration over a…

The purpose of this article is to analyse the nature of the global hegemonies in higher education. While anti-colonial thinkers describe the dominance of the Western paradigm as an oppression of indigenous culture and knowledge and as neo-colonialism in higher education, their arguments lead to such questions as how much self-determination do…

This article reports on an investigation of the impact of shared leadership on organizational citizenship behaviour among faculty members in Jordanian public universities. A sample of 558 faculty members employed by three public universities in Jordan participated in the study. The results indicated that shared leadership is moderately practised…

Change is a perennial struggle for campuses. Trustees, presidents, policymakers, faculty, staff, students, alumni, and community groups all seek to alter some aspect of colleges and universities. Common wisdom is that higher education faculty, staff, and administrators do not want to change and are slow to innovate. This article examines the…

The governance of most colleges and universities is shared among the board of trustees, the administration, and the faculty. Most four-year institutions endorse the American Association of University Professors (AAUP) Statement on Government of Colleges and Universities (1966), which asserts that the faculty has "primary" authority over the…

The organization of institutions of higher education has been seen as operating with ambiguous purposes in vertically oriented structures that are only loosely connected. The rationale for this ambiguity is twofold: (1) to allow for creative thinking, and (2) to respect--and even encourage--the autonomy of different disciplines. But ambiguity of…

Purpose: This paper seeks to surface less positive aspects of communities of practice (CoPs), regardless of emergent or organisationally managed, grounded in political-power interactions. Examples are provided from the authors' experiences of a research-based CoP within UK higher education. Design/methodology/approach: The paper is primarily…

The University of Maryland's Intergroup Dialogue and Leadership Program (IDLP) is coordinated by the Office of Human Relations Programs (OHRP), an arm of the Office of the President. Because of this organizational location, OHRP has campus-wide scope which has been foundational to its ability to adapt the Intergroup Dialogue Program (IDP)…